COVID9: 客户参与的新时代- 埃森哲(英文版)(23页).pdf

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1、NOWNEXT May 2020 COVID-19: What to do Now, What to do Next Navigating the human and business impact of COVID-19 A New Era in Customer Engagement Transforming your continuity plan into your continuous plan 2 Were all in this together COVID-19 has turned into a global crisis, evolving at unprecedented

2、 speed and scale in recent history. It is creating a universal priority for governments and organizations to take immediate action to protect their people. It is now one of the biggest global events and challengesof our lifetimes. As such, it is changing human attitudes and behaviors and forcing org

3、anizations to respond. However, the need to respond wont end when the viruss immediate threat eventually recedes. 3 “Whatever it is, COVID-19 has made the mighty kneel and brought the world to a halt like nothing else could. Our minds are still racing back and forth, longing for a return to normalit

4、y, trying to stitch our future and our past offering us a chance to rethink the doomsday machine we have built for ourselves. Nothing could be worse than a return to normality. Historically, pandemics have forced humans to break with the past and imagine their world anew. This one is no different. I

5、t is a portal, a gateway between one world and the next.” Arundhati Roy, Financial Times1 Leading organizations see the opportunity and are already questioning the future of their sales and service organization, customers and workforce. Company leaders want to know: What will the post-crisis busines

6、s landscape look like? How do I create adaptability and resilience in my business? Where should I be focused to come out of the crisis stronger? Which customer expectations and behaviors are here to stay? Which temporary solutions should I be retaining longer-term? What rapidly deployed customer cha

7、nnel experiences were well-received? Did shifts of my front-line employees impact my customers? What employee experiences should be retained or remedied? Are our workspaces optimized for the new normal? Which capabilities would have helped during the crisis? What do I need to do to create profitable

8、 growth in the new world? EMBRACE THE UNPREDICTABLE Accelerated shifts in customer interactions have upended the “rules of engagement.” COVID-19 is creating massive shifts in human behavior and catalyzing end-to-end business reorientation. We believe impacts to customer engagement might be significa

9、nt and permanent. In this perspective, we explore how COVID-19 has accelerated organizations to a new customer engagement standard. Predictable patterns have proven unpredictable. Tried and true models have been upended. The old rule book is gone. The opportunity to transform is NOW. We see three pr

10、iorities businesses should address to activate and support purposeful experiences. 4 Adaptive Customer Engagement Its happening now 01 FLEX YOUR CUSTOMER WORKFORCE Flexible engagement models can deliver the seamless experience customers demand. EMPOWER RESILIENT OPERATIONS “Future-proof” operations

11、to improve customer engagement for years to come. 02 03 New and accelerated customer interactions have upended the “rules of engagement.” EMBRACING THE UNPREDICTABLE 5 Weve witnessed stunning shifts in customer interaction volume, types and transactions. The timeline for developing relationships wit

12、h customers is now significantly compressed. As customers navigate these uncertain times, demonstrating empathy through digital channels has become the new standard of engagement.” Dawn Anderson Senior Managing Director, Global Lead, Customer, Sales & Service, Accenture 6 Digital channel usage is sp

13、iking throughout the pandemic. Corporate investment in digital experiences will need to mirror new ways of living and working. How long such customer behavior will continue is unclear, but we do know there will be no return to the old ways of operating. Customer expectations for what constitutes “ba

14、sic” digital capabilities have shifted permanently. As customers continue to “go” and “stay” digital, post-crisis expectations for digital experience will continue to rise. Convenience, ease and accuracy will be table stakes. Intelligence, empathy and reciprocity will become the differentiators. Tru

15、st will be more critical than ever. Organizations need to prepare for the future of digital engagement versus digital transactions. The speed at which companies build and deploy these capabilities will become a source of competitive advantage and the degree to which they can sustain them will become

16、 a source of cost advantage. (Digital) Engagement is everything “ 7 At home, online and ready to engage. During their prolonged time at home, consumers have become more willing and able to use digital methods of engagement. Already digital-savvy consumers are increasing their use, while individuals

17、who once resisted digital interactions such as e-commerce, mobile finance and video calls are emerging as digitally engaged customers. Such changes are evident in industries ranging from beauty to groceries: The emergence of new digital customer profiles is likely to continue and will require ongoin

18、g analysis to maintain the right customer sales and service channel mix. New customer preferences will also have significant implications on the percent of total revenue businesses should expect to drive through e-commerce. Virtual access to everything. Our digital lives are our “real” lives. We are

19、 entering the Virtual Century. Social isolation has brought technology even closer to the heart of the human experience. Take Facebook Live, for example. The service once faced limited adoption, but has experienced a resurgence, with 50 percent more people watching live videos monthly in the U.S.2 S

20、o what did they watch? Mass held by Pope Francis, virtual tours of the Cincinnati Zoo, and countless weddings by couples socially distanced from their friends.3The most impactful events have combined physical and digital dimensions to create global reach for previously localized experiences. Arguabl

21、y more surprising than the abundance of virtual social engagements are the shifts for advisory services once thought to require in-person interactions. Medical visits have found their way online, online learning and education is spiking and customers are getting more comfortable with remote advisory

22、 services, such as in banking and insurance. Digital is gaining traction and trust as it is used during the crisis across critical business contexts, creating access, safety and continuity. Digital is now the default In a global consumer pulse survey4 71% report spending more time online during the

23、crisis 44% are accessing healthcare online during crisis 77% expect this behaviour to continue post-crisis 45% are completing online education during the crisis 76% expect this behaviour to continue post-crisis New users expect to increase the proportion of the purchases made online by 10% 32% of pu

24、rchases are being made online 37% Online purchases expected post-crisis 1 in 5 who ordered their last grocery purchase online did so for the first time For those aged 56+, this was 1 in 3 Exceptional customer engagement means changing how we understand and respond to customer behavior, needs, and at

25、titudes. Forward-thinking engagement models will make digital experiences more human at a global scale.” Matteo Maga Managing Director, Growth Markets Lead, Customer, Sales & Service, Accenture 8 Reinforcing value through (and after) the crisis. Trust has long been a critical component of digital cu

26、stomer engagement, but COVID-19 has brought the true purpose of brands to the fore. It has also put the notion of safety front and center in customer values. Post-crisis, customers will be reflecting back to think about how brands performed under pressure. During the pandemic, did customer sales and

27、 service organizations deliver on their brand promise? Did they put safety of their customers and their workforce ahead of their financial priorities? How did they demonstrate they deserve customer trust? Both during and post-crisis, companies should focus customer engagement on reassurance and conf

28、idence-building to continuously reinforce the value of products, services and the organization itself. For example, a luxury automobile company may not be inherently well placed for success during global isolation measures. However, one brand recently created a virtual showroom that promotes persona

29、l safety and ease of vehicle use without mention of COVID-19. The innovation demonstrates that digital capabilities created during the pandemic can become a permanent engagement strategy. The shift from transactions to relationship-based interactions “ 9 Flexible engagement models can deliver the se

30、amless experiences customers demand. FLEXING YOUR CUSTOMER WORKFORCE Operating model changes will benefit both companies and their workforce. Theyll find opportunities for more flexible and fulfilling employment and unprecedented workforce results. Companies can achieve such results through restruct

31、uring operations support models, standardizing platforms across their organizations and investing in analytics to guide decision-making.” Bruce M. Holley, Senior Managing Director, North America Lead, Customer, Sales & Service 10 Many companies have been forced to create agility in their workforce t

32、o support the changing needs of their business during the crisis. The lines between different human customer support channels have blurred, with retail store representatives, field service technicians and even airline gate agents temporarily shifting their focus to the call center, using chat and vo

33、ice platforms to continue servicing customers. Traditional barriers have disintegrated. Customer operating model lines have been distorted. In the face of change, sales and service organizations held their breaths and threw out the rule book in the name of creating continuity for their customers. An

34、d in most cases, it worked. Better than expected. As a result, the foundation has been set for organizations to think more holistically about the flexibility of their workforce across customer engagement touchpoints. This will drive significant changes in customer sales and support operating models

35、as well as the workforce skills required to succeed. Unstoppable adaptation “ 11 Further, 46 percent of people who never worked from home previously now plan to work from home more often in the future. Change in work-from-home frequency from pre-to post-outbreak5 Home is where the work is Virtual wo

36、rkplaces, real results. Most organizations needed to do the unthinkable during the COVID-19 crisis: Make an entire workforce operate from their homes. Banks, communication providers and governments shifted thousands of agents to remote work, overcoming infrastructure, security and speed-to-competenc

37、y barriers along the way. As an example, a US communications provider successfully moved more than 10,000 agents to work-from-home environments in a period of 3 weeks. Since work-from-home models have been effective in creating safety for the workforce without compromising customer quality, we expec

38、t companies to shift work locations from physical to virtual, retaining larger percentages (if not 100%) of work-from-home positions. This will give them more flexibility to respond to customer needs with an optimized cost structure consolidating roles and physical spaces in new ways. New standards,

39、 certifications and “starter kits” will be redefined to create consistency of at-home-workplace standards at scale. Teams may consist of individuals with skills to address customer needs across the customer lifecycle or to take full issue ownership at certain lifecycle stages. This will help simplif

40、y customer engagement as well as workforce operations. The disruption of the agent “journey” will mean that the management approach will shift from line management to relationship management as cross-functional teams operate across multiple locations. Less 13% More 30% Same 57% 12 More flexible than

41、 ever Blurring boundaries between front office and back office Rapid digital channel adoption is creating new dynamics for the human workforce. Customer engagement will rely heavily on digital, social and virtual assistant technology. With the growth of these channels, the human workforces role must

42、 expand. Traditional boundaries between the front office and the back office will cease to exist. Sales and service agents must now support customers and become back office “knowledge engineers” a new area of focus tasked with providing inputs to maximize the quality and effectiveness of digital exp

43、eriences, such as training AI solutions. The crisis is also putting a spotlight on traditional agent-sourcing strategies and business continuity plans. We now expect many organizations to revisit their sourcing mix, looking at opportunities to expand partnerships with third-party agent providers to

44、share operational risk, create capacity for volume fluctuations and increase resiliency. With these shifts, evolving operational support capabilities will be crucial. Operations functions will need to support a broader scope of work and take advantage of data to inform insights and actions. Workforc

45、e demand planning must be extended across the customer support needs, across customer lifecycles and across new customer contact shift patterns, which will require enhanced analytics. Sourcing criteria must also evolve significantly. Selection criteria must prioritize business resilience and work- f

46、rom-home capability maturity in addition to cost and vendor partners who will have to prove they can effectively hire, recruit, manage and retain new types of talent. Success will require more ongoing collaboration and partnership, redefining partnership contracting models and incentive structures.

47、13 More dynamic than ever Fluid talent models for exceptional service Virtual work environments and blended workforce expectations represent a shift from traditional customer engagement strategies. The workforce will require new competencies and greater agility to serve customers. There will be a he

48、ightened expectation that workers can seamlessly move across channels, from retail to the field to the call center to the back office. To meet these needs, workforce profiles will need to be reimagined while analytics are leveraged to optimize hiring. Success measurement for these roles will also ne

49、ed to be redefined: Businesses will need to focus on the metrics that matter. The focus of performance metrics must move away from transactional measurement to evaluating success in creating value through customer interactions. More than ever, an agent must truly own customer interactions end-to-end. Imagine retail sales reps evaluated on creating an enduring relationship versus immediate conversions, encouraged to share their “digital business card” to support a customer throughout their buying and onboarding journey. New analytics correlations will be neces

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