This customer profile features a Fortune 500 clothing retailer, which includes a chain of popular
women’s wear outlets and has multiple contact center locations in the eastern United States. They've been experiencing rapid growth and have added 5 new locations in the last 6
months.
As their business grows the executive leadership team is most concerned
with the quality of their brand that customers have come to love and expect. “Growth
is great but maintaining that close personal touch with quality fare is our
number one concern”, said the Director of Quality.
The retailer uses a state of
the art Contact Center which accepts orders online and then customers can drop
in and pick-up their merchandise at the nearest location. “The e-commerce
store is what drives our business now to the brick and mortar. Customers expect
their orders delivered quickly and accurately”, he added.
The contact center is built
on leading communications technology and monitoring tools where orders are entered
into the CRM (customer relationship management) software, from either the website or handled through the telephone, and immediately routed to the proper store location and designated for pickup as
though customers ordered right off the rack.
Not only does the team of
quality experts look to ensure order accuracy but they are also responsible for
measuring the quality of the contact center interaction. Using a workforce optimization suite, the team plays back recorded events
from phone calls, emails, web chats, Twitter, Facebook Messenger, SMS as well
as any other active channels. The team of supervisors will then evaluate and score the events to
ensure proper dialogue and resolution. The goal is to have their agents
cultivate the ultimate customer experience.
The contact center
supervisors also use social media monitoring tools to monitor their brand on
Facebook, Twitter, Instagram, etc. and respond when they can. The tools also
provide metadata which can be used to improve performance and responsiveness.
For example, if a customer
had a bad shopping experience at a local store, they might be inclined to make
their next purchase online.
However, in a worst-case but likely scenario the
customer took to Twitter to express their dissatisfaction.
The contact center’s
social media monitoring tools detected the Twitter activity and issued a reply
via Twitter from an available agent. The agent expressed an understanding of
the customer’s issue, and told them normally there would not have been an
issue.
They assured the customer that the next time they entered the store,
they would have a more satisfactory experience, and a 30% off coupon may help
them get what they are looking for at a fantastic discount. They told the
customer to keep them in the loop on any future experiences.
The Twitter chat was
then escalated to a supervisor, who authorized the coupon and scored the
agent’s response a decent 90 points out of 100. The only improvement suggested
was the agent not addressing the customer’s Twitter handle in the response. The
supervisor then scheduled a re-training of the Twitter Response procedures to
be delivered to the agent via the WFO suite's E-learning features within an agent portal.
This is atypical of standard features found in Workforce Optimization Suites, but "
social media monitoring" is available in the Virtual Observer suite.
