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Is your financial firm prepared to deploy a contact center of the future? In this new Accenture Distribution & Marketing presentation, we explore a customer strategy and contact center interaction design framework to address changing customer engagement preferences and technology advancements. Key to this strategy is balancing digital with the human touch. View the presentation to learn more or read our blog series on the topic: https://accntu.re/2vLYkiT
SMART, SELECTIVE HUMAN TOUCH IN
THE DIGITAL AGE
HUMANS AT A
Is your financial firm prepared to deploy a contact
center of the future?
Contact centers are moving from being a cost center to
a strategic asset. As customers move into an
omnichannel ecosystem, it is imperative that the
contact center seamlessly integrates across channels.
These interactions can be handled through automation
or humans at a distance, which is the contact center.
Copyright © 2017 Accenture. All rights reserved. 3
THE CONTACT CENTER OF THE FUTURE
IS A STRATEGIC ASSET
Contact centers are shifting from a cost center only model to a strategic asset,
with three pervasive themes driving this shift.
Critical Mass for Robotics
Secure message-based communication
volume and trust reaches critical mass,
allowing robotics to materially impact
Copyright © 2017 Accenture. All rights reserved. 4
Maturing Voice Analytics
Contact Center customer data and
insight generation will mature,
improving contact center coaching,
compliance and root cause
Humans for High Value
Human contact will be reserved for
higher value, relationship-based
Interaction segmentation will separate
“holdouts” from “high-value” to different
workforces with diverse skill sets,
career paths and compensation
Individual channels will be assimilated
under a customer experience strategy
focused on customer’s desired
outcomes over individual channel goals.
Customer feedback from all channels
will now be used in both operations, to
anticipate and avoid service failures—
and innovation—to evolve the customer
Metrics are tuned to the experience,
versus single point stand alone
AUTOMATION AND CHANGING CUSTOMER
NEEDS WILL DRIVE A NEW APPROACH
Counter to individual
compensation, total labor
costs have potential to
drop significantly within
5 years from robotics and
customer digital trust could
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Automation, and identifying customer needs, will drive the contact center of the future’s role in delivering
a profitable and sustained relationship.
Agents Need More Skills
Empathy and listening
Understand customer history
Holdouts will remain for
customer segments and
driving a divergent
Shifting role of the contact
center will require updated
agent skills, which will
impact coaching, hiring,
success metrics and
incentives, and will push
workforce liquidity beyond
Migration towards a Chief
Customer Officer and long-
term segment ownership to
maximize outcomes for the
customer and financial
Automation & Customer Needs
A FRAMEWORK FOR CUSTOMER STRATEGY
AND CONTACT CENTER INTERACTION
Copyright © 2017 Accenture. All rights reserved. 7
Accenture has created a new customer strategy and contact center interaction design framework to
address changing customer engagement preferences and technology advancements. The next slides
cover each component in detail.
Customers & Segments
Tools / Technology
HIGHLY AUTOMATED HIGH TOUCH
HIGHLY AUTOMATED HIGH TOUCH
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Customers segmenting themselves
based on varying levels of digital
Customers expect that you tailor
products to their wants and needs.
Three consumer personas are
emerging from Accenture research:
How does your operation serve the
well-established customer that chooses
to avoid digital interactions?
How is your digital experience unique to
the power users and valuable to those
that experiment with digital channels?
What is the level of service required to
fulfill low value customers’ expectations
Can you culturally and technically
separate the two types of service
Allow line of sight for traditional
customers to familiar products and
Promote positive digital experience
channels benefitting the customer and
Let customers personalize products and
customer journey via feedback and
Align desired customer journeys to
balance current and future value of
active group, ready
for a new model of
the best deal
Looking for high
service and data
Understanding how to efficiently interact and service your customer base is key. Customers can be segmented based
on their economic value, level of digital adoption and the way they view their provider.
Source: Accenture Research – D&M Consumer Study (2017)
processes with robots
Quick and easy
interactions with robotics
interactions aligned to
Copyright © 2017 Accenture. All rights reserved. 9
Interface and interaction should be high-quality to align with customer expectations.
Largest opportunity for utilizing digital and robotics to minimize cost while delivering
Increased value in blend of human, physical and digital channels for outcome-driven
Sharing data across channels is fundamental to finding and achieving desired customer
Commoditized treatment acceptable to customers assuming the process is quick, easy
Opportunity for leveraging robotics to deliver precision and consistency for the customer.
Investment focused on repeatable, tech-driven processes, with robotics as a low-cost,
Lowest opportunity to leveraging human interaction as a future state channel.
By understanding the value that desired capabilities could bring to our customers, an optimal balance of cost to
customer experience can be targeted.
driven by digital
LOWER VALUE TO CUSTOMER
HIGHER VALUE TO CUSTOMER
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Customers continue to be increasingly
channel agnostic, wanting ease of
access and accuracy that values their
Customers who don’t prefer automated
transactions must be incented to use
Focus will be on building and
maintaining relationships while the
market continues the shift to commodity
self-serve and bot interaction.
What self-service capabilities drive
Have the easy self-service capabilities
already been rolled out to all applicable
What transactions provide the greatest
value from human interaction?
What policies and regulation will impact
the deployment of self-service? Self-
What technology, financial, and
organizational barriers require a new
approach to justify and implement?
Value of internal and external education
on self-service utilization to drive
Key transactions which improve and
differentiate the customer experience.
Optimal channels for each transaction
type, and even by customer segment.
Knowledge of the customers’
relationship to create new opportunity
for self-service across within and across
Digital “Sherpas” in other channels to
help guide unaware but wiling
customers through positive, digital
Transaction volume has increased substantially over the last five years. Companies should ensure that each
interaction drives positive feelings and brand loyalty. The contact center plays a large role in this, and overall strategy
should be reassessed given the trends around desired human interaction.
TRANSACTIONS: MAPPING INTERACTIONS
ALONG THE AUTOMATION LINE
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Building a Memorable
Focus on making interaction quick and easy for the customer
Automated for majority of customers and manual for users with minimal digital engagement
Potential for automation depending on customer type. Build the relationship with memorable experience
Limited automation because of opportunity to invest in the relationship, add real value and retain customer
Unable to automate with an interaction highly personalized, because of regulation or risk concerns
Interactions of the future can be mapped along a value line, which defines the optimal level of human and bot
interaction to drive great customer experiences and efficient transactions.
1 2 3 4 5
HIGHLY AUTOMATED HIGH HUMAN INTERACTION
High Value Opportunity
Copyright © 2017 Accenture. All rights reserved. 12
Customers will engage in asynchronous
communications, across channels and
with time delay.
Customers will leverage the channel
based on ease and speed to outcome.
Increasing demand for warm-transfer
within the same day from other
channels into the contact center,
containing interaction and
Text based communications will
become critical to enabling the growth
of bots and expansion to other
How standardized is the experience
across channels provided?
Is the customer data approach
designed for individual channels and for
migration across channels?
What is the ease of a customer to
change channels seamlessly?
Is the organization positioned for
emerging channels from external
Role of individual channels is
diminished to target value in end-to-end
Desire to embrace messaging on
3rd party properties and even emerging
devices (Alexa, Siri, PoS machines,
etc.) as an additional channel to
communicate with customers.
Timing for expanded natural language
bot capabilities from text to language
based customer interactions
Changing consumer expectations around interactions, driven by GAFA (Google, Apple, Facebook, Amazon), have
increased channel usage to include physical, digital, bots and contact center. Customers now dictate the channel and
expect additional non-voice capabilities when interacting with the contact center.
TOMORROW’S DIGITAL COMMUNICATION
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Customers increasingly transact across time and channels through physical, digital, bots and the contact center.
Yesterday’s Digital Communication
• Customers have a limited selection of
channels to engage with their provider.
• The company’s knowledge of their customer
was minimal and cross-channel contact
integration was scarce.
Tomorrow’s Digital Communication
• Asynchronous communication and robotics allow companies to use the strength of the enterprise
to support sophisticated products and services.
• Dynamic customization of content based on customer profile and behaviors
• The company attempts to enrich their customer knowledge at every transaction.
• Customers are less likely to care about the channel of access, more about the outcome and
ease to answer.
• Guides customer to the channel they can be best served instead of insisting on “omnichannel” support
across all processes.
Engagement Channels 3rd Party Ecosystem Data Management Platform
(DMP) 3rd Party Web
New Channels Asynchronous Handling
Copyright © 2017 Accenture. All rights reserved. 14
As robotic advances continue, a
reduced dependence on humans for
transactional tasks will accelerate.
Human agents will be staffed in the
contact center with an on-demand
mindset, equipping leaders with
Consumers will slowly begin to increase
digital trust for advice and purchasing
decisions, but will demand easy access
to human assistance.
Financial institutions will begin to go
beyond the traditional boundaries and
into new products and spaces, which
needs operations to support these new
How can you decelerate recruiting and
supplant full-time equivalent (FTE)
budget with investments in robotic
How will you increase the skill-set of
customer service representatives
(CSRs) to handle more complex
interactions via hiring and upskilling?
How can you load balance across the
contact centers and potentially other
lines of business to share capacity in
times for high demand?
Can you adopt methods to flex your
enterprise workforce to deliver skilled
capacity when needed most?
Different skill sets will be required from
traditional contact center CSRs:
• Majority of remote CSRs must to
become more relationship-oriented
• Sales background and listening skills
are crucial to appropriate cross-
• Increased digital interaction requires
CSRs to be confident multi-taskers
Human agents will become empathetic
advisors with new skill focus areas:
problem solving, analytical thinking,
sales and communications.
Advances in technology, in the form of robotic process automation (RPA) and digital self-service, have large impacts
on service interactions. Reduced dependence on humans for transactional tasks and the rise of the “on-demand”
workforce can dramatically improve contact center efficiency and change agent expectations.
Copyright © 2017 Accenture. All rights reserved. 15
RPA allows the contact center to shift its focus from low value transactional interactions to high value relationship
Human Persona as the first point of contact
– examples: “AI Lisa”, Facebook chat bots
Robotic identification of relevant content
(videos) building customer knowledge
Task completion fully audited, without human
intervention and tuned for outcomes
Automate analysis of every discussion for
compliance, data capture and coaching
Advanced presentation of treatments to
agent or directly to customer based on data
Work across existing systems to reduce
integration, search and manual data capture
Next Best Action
THE LIVING ORGANIZATION
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The living organization—the liquid, on-demand workforce becomes possible.
TYPICAL WORKFORCE IN 2025
What different skill sets
will be required from a
traditional contact center
and customer service
Sales background and skills as cross selling
is important at every level.
Confident multi-tasking for asynchronous
Empathetic advisors will require problem
solving, analytical thinking and
communications skill. Above all, they need
empathy with customers at all times.
STAFFING MODEL OF
Reduced dependence on humans
for transactional tasks
Underused contact center capacity
can be used to supplement load for
chat and social
Copyright © 2017 Accenture. All rights reserved. 17
Investments in data aggregation and
analytics will increase bot effectiveness,
and provide targeted next best offers.
Robotics paired with advanced contact
routing will boost contact center ability
to get the right work to the right agent.
Customer Relationship Management
(CRM) solutions continue to be
leveraged and enhanced, build on a
complete data profile of customers.
How are investments directed towards
enabling technology to be self-learning,
self-improving and proactive in
recommending the next best action?
What mechanisms are required to
sense the customer’s evolving
ecosystem and preferred engagement
How are data sources aggregated in an
MDM environment to enabling quick
learning and insight generation?
Technology architecture should support:
• Agile test and learn methodology to
rolling out new technologies
• Ability for change quickly by
assigning the right decisions to the
• Tracking operational metrics to
evaluate these elements
Next step for achieving desktops
integrated across all channels to share
Target state for contact center technology is an integrated design providing bots, agents and, most importantly,
customers with the right knowledge, in the right context, in real-time.
TOOLS & TECHNOLOGY: SATISFYING
ELEVATED CUSTOMER EXPECTATIONS
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Customer service representatives should have tools necessary to meet elevated customer expectations, giving a
cross-enterprise, holistic view of the customer while allowing for differentiated features based on role.
is a driver of cost and
Customers have new tools
and use them with contact
center employees at the
Easy and fast transactions
are addressed by self-service
and with intelligent
automation (RPA) when
Region and territory
boundaries are transcended
as customers use remote
channels for complex
Employees have more
complex dialogues and tools,
which impact their role and
PC Voice Call MobileRemote CSR
CSR PC Cust Mobile
& CUSTOMER DATA
Copyright © 2017 Accenture. All rights reserved. 19
Supplement customer profiles with
interests, trends, sentiment and
behaviors through mining customer
data and transaction metadata.
Challenges exist with converting data
across numerous, disjointed systems
due to complex architectures.
Financial service institutions must
increase cyber-security across all
channels, resulting from an increased
number of threats.
Is the customer effort measured at each
stage across the value chain?
What filters are leveraged to prioritize
customer effort reductions across
What is the ideal organizational
alignment for analytics resources
(whether centralized or in lines of
Is the AORCA (acquisition, onboarding,
retention, cross-sell, advocacy) model
used to analyze customer trends across
Tracking and evaluating asynchronous
handling requires new thinking by
Customer Relationship Management
systems will become an even more
critical backbone to the channel
ecosystem with increased data sharing
Compete on the digitally-driven
experience by evolving IT infrastructure
and big data capabilities to help real-
Deepen customer trust through
enabling a secure, data-driven
relationship, and uncover opportunities
for increased security.
Customer and operational data become even more important as analytics capabilities continue to mature. Financial
institutions should continue to look for ways to gather customer information to better understand and serve them.
Traditional methods for metric tracking, customer service rep KPIs, profit and loss calculations and management
guidance should change to match the new priorities in the contact center.
OPERATIONAL & CUSTOMER DATA:
COLLECTING CUSTOMER DATA
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As technology develops to mine and translate social feeds into sentiment, trends and a complete customer 360,
understanding various forms of customer data is becoming increasingly important.
Collecting customer data by channel allows institutions to supplement their customer profiles
with interests, trends, sentiment, and behaviors
1. Source: comSCORE 2016 MOBILE APP REPORT, *WE ARE SOCIAL
2. Source: STATISTA
3. Source: INSTAGRAM, 4/2017
4. Source: SNAP, INC, comSCORE 2016 MOBILE APP REPORT
Companies need to be present in the
customer’s ecosystem to create a
It is necessary to
COLLECT AND MANAGE
customer data while respecting
privacy and adhering to
Social networks contain
PUBLIC DATA AND
pertinent to marketers
spends a month
Copyright © 2017 Accenture. All rights reserved. 21
Coordination across channels for
capability investment becomes more
critical due to the diminishing the
individual channel’s role in decisions.
Maximizing experience across all
channels is unrealistically expensive.
Optimizing speed, cost and quality
becomes even more difficult.
Has contact center alignment changed
from Operations to the Sales
How is your contact center staffed to
function in a Test and Learn
Are FTE dedicated to driving
experience, continuous improvement
and voice of the customer?
Align contact center in the CMO
organization to drive alignment in
mission, measurement, focus and
Iterate on customer experience instead
of waiting for the ideal omni-channel
model to be developed.
Deploy a rapid prototyping platform for
get true test and learn speed into the
hands of channel leadership.
New operating models, such as the on-demand workforce, create opportunities for companies with seasonal work
volume to seek efficiencies through shared workforces. A successful contact center requires the right combination of
organizational alignment, reporting structure and strategic vision.
AN ON-DEMAND WORKFORCE
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The on-demand workforce can dramatically improve contact center efficiency and demand more from its agents.
Variable workforce—gain access to specialist
skills and technology at times of peak
Uber surge pricing model—peak times and
seasonality can attract a higher hourly rate to
encourage agents to sign up for these shifts.
Perpetual part-time agents become more
valuable to the contact center to more
accurately match supply and demand.
Digital tools will provide the human agent with
data from multiple sources to resolve complex
Project management skills will be needed to
control a variety of resources.
Recruiting, training, compensation, etc. will
need to adapt to develop and retain the
Agent as a
DEFINING THE STRATEGIC VISION AND
ALIGNMENT OF THE CONTACT CENTER
Develop the model of channels
for meeting customer
expectations and the
Analyze customer base and their
current and future channel
propensities to determine areas
of opportunity in the existing
channels to compliment each
other and fulfill overall
Copyright © 2017 Accenture. All rights reserved. 24
While a contact center begins to standardize its operations and technology, a holistic enterprise strategic
vision is needed for the future of the contact center.
Understand customer segment
expectations for those service
and acquisition interactions
Examine the propensity for
customer adoption based on the
existing and desired customer
segments to validate the strategy
and help to shape concepts for
and investment need.
Develop hypotheses for the
new capabilities required to
support the future customer
Develop and refine hypotheses
across experience delivery,
marketing, customer education,
policy, technology leverage,
organizational barriers, and
process to change service,
deepening, and acquisition
Build the path to deliver
against the strategy
Shape the approach based on
the impact and ability to deliver:
delivery dependencies, critical
decision making, etc.
Copyright © 2017 Accenture. All rights reserved. 25
For more information, please contact us or read our blog post series on Contact Center of the Future.
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