sas and sword ciboodle - the intelligent contact center
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Copyright © 2012, SAS Institute Inc. All rights reserved.
The Intelligent Contact Center Real-Time Intelligence for Customer Interaction
Jonathan Moran, Customer Intelligence Product Marketing, SAS John Merritt, Global Product Marketing, Sword Ciboodle
It Starts with Your Customer Advanced, multi-faceted, savvy and ready to engage
Today’s customers are demanding – they expect an integrated experience across traditional & social communication channels
It Starts with Your Customer Advanced, multi-faceted, savvy and ready to engage
Properly Servicing Them Right Insights for the Right Issue in Real-Time
Yet most service professionals don’t
have the right insights and interactive
capabilities to properly service
customers.
This leads to very poor customer
services and experiences.
Properly Servicing Them Right Insights for the Right Issue in Real-Time
Managing Their Experiences Creating Consistent Experiences Across Countless Channels is Tough!
Managing Their Experiences Creating Consistent Experiences Across Countless Channels is Tough!
With so many channels across the customer’s journey, it makes having these capabilities and insights absolutely vital.
Managing Their Experiences Creating Consistent Experiences Across Countless Channels is Tough!
With so many channels across the customer’s journey, it makes having these capabilities and insights absolutely vital.
Do you have the insights needed to manage these interactions?
Managing Their Experiences Creating Consistent Experiences Across Countless Channels is Tough!
And This was Just One Thing Key Business Trends that are Affecting the Need for Customer Intelligence
And This was Just One Thing Key Business Trends that are Affecting the Need for Customer Intelligence
People/Customer Driven
1. Increased Disclosure and Transparency Privacy and Information Sharing 2. Consumer Contact Rules 3. Regulatory Reform
1. Consolidation/Mergers/ Acquisitions 2. Market Expansion 3. Efficiency & Optimization
1. Change from Product to Customer Centric Business Strategy 2. Engaging through every Channel 3. 360-Degree Customer View
1. Mobile Devices and Consumer Adoption 2. Web 2.0 and the Digital Age 3. Cross-Channel Usage
1. Social Networking 2. Consumer-Controlled Content and Channels 3. Consumer Engagement
1. Rising Expectations and More Choices 2. From Right Time to Real Time 3. Demographic Divide
1. Change from Product to Customer Centric Business Strategy 2. Engaging through every
Business/Industry Driven
Business Executive
And This was Just One Thing Key Business Trends that are Affecting the Need for Customer Intelligence
Huge Online Social
Adoption
The Consumer is in Charge
Multi-Channel Adoption
Compliance Requirements
Business Focus on the
Customer Experience
Finding the Next Origin of
Business Growth
People/Customer Driven
1. Increased Disclosure and Transparency Privacy and Information Sharing 2. Consumer Contact Rules 3. Regulatory Reform
1. Consolidation/Mergers/ Acquisitions 2. Market Expansion 3. Efficiency & Optimization
1. Change from Product to Customer Centric Business Strategy 2. Engaging through every Channel 3. 360-Degree Customer View
1. Mobile Devices and Consumer Adoption 2. Web 2.0 and the Digital Age 3. Cross-Channel Usage
1. Social Networking 2. Consumer-Controlled Content and Channels 3. Consumer Engagement
1. Rising Expectations and More Choices 2. From Right Time to Real Time 3. Demographic Divide
Business/Industry Driven
1. Rising Expectations and More Choices 2. From Right Time to Real Time
People/Customer Driven
Customer Centric Business 1. Change from Product to Customer Centric Business Strategy 2. Engaging through every
Business/Industry Driven
Business Executive
And This was Just One Thing Key Business Trends that are Affecting the Need for Customer Intelligence
Huge Online Social
Adoption
The Consumer is in Charge
Multi-Channel Adoption
Compliance Requirements
Business Focus on the
Customer Experience
Finding the Next Origin of
Business Growth
People/Customer Driven
1. Increased Disclosure and Transparency Privacy and Information Sharing 2. Consumer Contact Rules 3. Regulatory Reform
1. Consolidation/Mergers/ Acquisitions 2. Market Expansion 3. Efficiency & Optimization
1. Change from Product to Customer Centric Business Strategy 2. Engaging through every Channel 3. 360-Degree Customer View
1. Mobile Devices and Consumer Adoption 2. Web 2.0 and the Digital Age 3. Cross-Channel Usage
1. Social Networking 2. Consumer-Controlled Content and Channels 3. Consumer Engagement
1. Rising Expectations and More Choices 2. From Right Time to Real Time 3. Demographic Divide
Business/Industry Driven
1. Rising Expectations and More Choices 2. From Right Time to Real Time
People/Customer Driven
Customer Centric Business 1. Change from Product to Customer Centric Business Strategy 2. Engaging through every
Business/Industry Driven
Business Executive
And This was Just One Thing Key Business Trends that are Affecting the Need for Customer Intelligence
Huge Online Social
Adoption
The Consumer is in Charge
Multi-Channel Adoption
Compliance Requirements
Business Focus on the
Customer Experience
Finding the Next Origin of
Business Growth
People/Customer Driven
1. Increased Disclosure and Transparency Privacy and Information Sharing 2. Consumer Contact Rules 3. Regulatory Reform
1. Consolidation/Mergers/ Acquisitions 2. Market Expansion 3. Efficiency & Optimization
1. Change from Product to Customer Centric Business Strategy 2. Engaging through every Channel 3. 360-Degree Customer View
1. Mobile Devices and Consumer Adoption 2. Web 2.0 and the Digital Age 3. Cross-Channel Usage
1. Social Networking 2. Consumer-Controlled Content and Channels 3. Consumer Engagement
1. Rising Expectations and More Choices 2. From Right Time to Real Time 3. Demographic Divide
Business/Industry Driven
1. Rising Expectations and More Choices 2. From Right Time to Real Time
People/Customer Driven
Customer Centric Business 1. Change from Product to Customer Centric Business Strategy 2. Engaging through every
Business/Industry Driven
Not certain how we can operate without considering
these areas and the necessary insights needed
Business Executive
15
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC
!! Key areas continue to change making this far more difficult to solve with rudimentary approaches lacking insights and real-time analysis
Adding to The Complexity A Number of Areas Continue to Evolve Making the Challenge Far More Difficult to Solve
!! Channels !! Offers
!! Preferences
!! Data
!! Objectives
!! Consumer Expectations
!! Timing
!! Management
!! Control and Consistency Standards
16
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC
!! Key areas continue to change making this far more difficult to solve with rudimentary approaches lacking insights and real-time analysis
…creating BIG problems for organizations.
Adding to The Complexity A Number of Areas Continue to Evolve Making the Challenge Far More Difficult to Solve
!! Channels !! Offers
!! Preferences
!! Data
!! Objectives
!! Consumer Expectations
!! Timing
!! Management
!! Control and Consistency Standards
Good Points, But… Why Should I Consider Addressing this Area? Well…
Good Points, But… Why Should I Consider Addressing this Area? Well…
86% of consumers quit doing business with a company because of a bad customer service experience, up
from 59% 4 years ago
Source: Harris Interactive, Customer Experience Impact Report
Good Points, But… Why Should I Consider Addressing this Area? Well…
Good Points, But… Why Should I Consider Addressing this Area? Well…
88% of CEO’s said ‘getting closer to customers’ was their top priority for their business over the next five years.
Source: IBM 2010 Global CEO Study
Good Points, But… Why Should I Consider Addressing this Area? Well…
Good Points, But… Why Should I Consider Addressing this Area? Well…
8 A good customer
experience is told to
other people
Good Points, But… Why Should I Consider Addressing this Area? Well…
8 A good customer
experience is told to
other people
22 While a bad customer
experience is told to
other people
Source: Harris Interactive, Customer Experience Impact Report
Not to Mention… Other Organizations are Taking Notice and Investing in Customer Service Experience Too…
Not to Mention… Other Organizations are Taking Notice and Investing in Customer Service Experience Too…
$18.58 BILLION THAT’S AN INVESTMENT OF
OVER THE NEXT 4 YEARS IN CUSTOMER SERVICE AND SUPPORT THAT OTHER COMPANIES ARE MAKING
Not to Mention… Other Organizations are Taking Notice and Investing in Customer Service Experience Too…
Will you be able to compete with them?
$18.58 BILLION THAT’S AN INVESTMENT OF
OVER THE NEXT 4 YEARS IN CUSTOMER SERVICE AND SUPPORT THAT OTHER COMPANIES ARE MAKING
That’s a Big Deal – alot to Think About How can organizations solve these challenges and get ahead of the curve?
How about something a bit more innovative that helps you serve your customers better and
helps address these areas.
That’s a Big Deal – alot to Think About How can organizations solve these challenges and get ahead of the curve?
How about something a bit more innovative that helps you serve your customers better and
helps address these areas.
But what is it?
That’s a Big Deal – alot to Think About How can organizations solve these challenges and get ahead of the curve?
Introducing Your Strategic Competitive Advantage for Superior Services and Experiences
`
The Intelligent Contact Center Real-Time Intelligence for Every Customer Interaction
31
Copyright © 2012, SAS Institute Inc. All rights reserved.
The Intelligent Contact Center is the Solution that brings Real-Time Intelligence for Every Customer Interaction through a combination of SAS® and Sword Ciboodle technologies. It empowers your organization to deliver a personalized, impactful customer experience the first time, every time. With the solution, companies can drive memorable, long-term relationships by utilizing the 4 engagement tools that the Intelligent Contact Center has to offer. These tools include:
Lead Management & Campaign Execution
Intelligent Offers
Intelligent Chat
Social Media Intelligence
The Intelligent Contact Center What is it and what does it do?
32
Copyright © 2012, SAS Institute Inc. All rights reserved.
The Intelligent Contact Center How Does it Work?
1 Source Channel Interactions
33
Copyright © 2012, SAS Institute Inc. All rights reserved.
The Intelligent Contact Center How Does it Work?
1 Source Channel Interactions 2 Collect Key
Information
34
Copyright © 2012, SAS Institute Inc. All rights reserved.
The Intelligent Contact Center How Does it Work?
1 Source Channel Interactions 2 Collect Key
Information 3 Process, Align and Determine
35
Copyright © 2012, SAS Institute Inc. All rights reserved.
The Intelligent Contact Center How Does it Work?
1 Source Channel Interactions 2 Collect Key
Information 3 Process, Align and Determine 4 Launch Next Best
Actions
The Intelligent Contact Center How Does it Work?
1 Source Channel Interactions 2 Collect Key
Information 3 Process, Align and Determine 4 Launch Next Best
Actions Launch Next Best 5 Engagement and
Outcomes
37
Copyright © 2012, SAS Institute Inc. All rights reserved.
The Intelligent Contact Center What Capabilities Does it Offer?
Lead Management and Campaign Execution
The customer identification and scoring tool that empowers agents and sales professionals to convert leads into cross-sell and up-sell candidates, launch prospect specific campaigns and customer interactions.
38
Copyright © 2012, SAS Institute Inc. All rights reserved.
The Intelligent Contact Center What Capabilities Does it Offer?
Lead Management and Campaign Execution
The customer identification and scoring tool that empowers agents and sales professionals to convert leads into cross-sell and up-sell candidates, launch prospect specific campaigns and customer interactions.
Intelligent Offers
The predictive, real-time incentive decisioning tool that empowers sales and service professionals to generate analytically driven cross-sell and up-sell offers with end to end insights about every single prospect that is engaged.
39
Copyright © 2012, SAS Institute Inc. All rights reserved.
The Intelligent Contact Center What Capabilities Does it Offer?
Lead Management and Campaign Execution
The customer identification and scoring tool that empowers agents and sales professionals to convert leads into cross-sell and up-sell candidates, launch prospect specific campaigns and customer interactions.
Intelligent Offers
The predictive, real-time incentive decisioning tool that empowers sales and service professionals to generate analytically driven cross-sell and up-sell offers with end to end insights about every single prospect that is engaged.
Intelligent Chat
The intuitive, predictive and real-time customer interaction tool that enables direct online engagements with prospects and customers driven by active customer 360 profile details and a real-time analytic foundation.
40
Copyright © 2012, SAS Institute Inc. All rights reserved.
The Intelligent Contact Center What Capabilities Does it Offer?
Lead Management and Campaign Execution
The customer identification and scoring tool that empowers agents and sales professionals to convert leads into cross-sell and up-sell candidates, launch prospect specific campaigns and customer interactions.
Intelligent Offers
The predictive, real-time incentive decisioning tool that empowers sales and service professionals to generate analytically driven cross-sell and up-sell offers with end to end insights about every single prospect that is engaged.
Intelligent Chat
The intuitive, predictive and real-time customer interaction tool that enables direct online engagements with prospects and customers driven by active customer 360 profile details and a real-time analytic foundation.
Social Media Intelligence
The real-time, social analytical tool that captures critical insights across several channels, identifying, analyzing and converting conversations, interactions and more into strategic customer engagement insights.
41
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC What’s the Difference?
How Customers Have Traditionally Been Engaged
Traditionally, customers engaged a company but had several initial interaction points before. Social, Email, Web and more were their first interactions with the brand.
Customer
42
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC What’s the Difference?
How Customers Have Traditionally Been Engaged
Traditionally, customers engaged a company but had several initial interaction points before. Social, Email, Web and more were their first interactions with the brand.
Customer
43
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC What’s the Difference?
How Customers Have Traditionally Been Engaged
Traditionally, customers engaged a company but had several initial interaction points before. Social, Email, Web and more were their first interactions with the brand.
Customer
Copyright © 2012, SAS Institute Inc. All rights reserved.
However, they ultimately had to engage via a single channel. This typically was the phone channel. However they might still be browsing, tweeting, looking on your forums, etc.
Channel
44
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC What’s the Difference?
How Customers Have Traditionally Been Engaged
Traditionally, customers engaged a company but had several initial interaction points before. Social, Email, Web and more were their first interactions with the brand.
Customer
Copyright © 2012, SAS Institute Inc. All rights reserved.
However, they ultimately had to engage via a single channel. This typically was the phone channel. However they might still be browsing, tweeting, looking on your forums, etc.
Channel
45
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC What’s the Difference?
How Customers Have Traditionally Been Engaged
Traditionally, customers engaged a company but had several initial interaction points before. Social, Email, Web and more were their first interactions with the brand.
Customer
Copyright © 2012, SAS Institute Inc. All rights reserved.
However, they ultimately had to engage via a single channel. This typically was the phone channel. However they might still be browsing, tweeting, looking on your forums, etc.
Channel
Copyright © 2012, SAS Institute Inc. All rights reserved.
Oblivious about each prior/active interaction besides the phone, the agent tries to address the customer’s circumstances but lacks the 360 degree view and real-time insights.
Service Professional
46
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC What’s the Difference?
How Customers Have Traditionally Been Engaged
Traditionally, customers engaged a company but had several initial interaction points before. Social, Email, Web and more were their first interactions with the brand.
Customer
Copyright © 2012, SAS Institute Inc. All rights reserved.
However, they ultimately had to engage via a single channel. This typically was the phone channel. However they might still be browsing, tweeting, looking on your forums, etc.
Channel
Copyright © 2012, SAS Institute Inc. All rights reserved.
Oblivious about each prior/active interaction besides the phone, the agent tries to address the customer’s circumstances but lacks the 360 degree view and real-time insights.
Service Professional
47
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC What’s the Difference?
How Customers Have Traditionally Been Engaged
Traditionally, customers engaged a company but had several initial interaction points before. Social, Email, Web and more were their first interactions with the brand.
Customer
Copyright © 2012, SAS Institute Inc. All rights reserved.
However, they ultimately had to engage via a single channel. This typically was the phone channel. However they might still be browsing, tweeting, looking on your forums, etc.
Channel
Copyright © 2012, SAS Institute Inc. All rights reserved.
Oblivious about each prior/active interaction besides the phone, the agent tries to address the customer’s circumstances but lacks the 360 degree view and real-time insights.
Service Professional Outcomes
Resolved
Not So Sure
Not Resolved
47
Interaction receives an outcome with little to no thought of either cross selling, upselling, multi-channel interactions and more. This ends the relationship with the experience and the organization loses the ability to profit/improve interaction.
48
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC And The Typical Outcomes
Traditional Responses from Traditional Customer Service and Experience Outcome
Resolved
Not So Sure
Not Resolved
49
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC And The Typical Outcomes
Traditional Responses from Traditional Customer Service and Experience Outcome
Resolved
Not So Sure
Not Resolved
50
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC And The Typical Outcomes
Traditional Responses from Traditional Customer Service and Experience Outcome Customer Potential Outcome
Resolved
Not So Sure
Not Resolved
Interaction Ends with No Additional Enhanced Experience, Offer, Cross-Sale, Up-Sale or additional value add for the customer. Relationship can potentially be
progressed but the customer may question the full experience.
Interaction Ends leaving the customer with little to no resolution regarding their initial purpose for interacting. Leaves the customer with a questionable experience.
And leaves the organization with another weakened customer relationship.
Fuming customer might very well wash their hands of your company. Unacceptable experience, interaction and result leaves this customer ready to share across the
channels your organization did not provide insights on to your experience professional
51
Copyright © 2012, SAS Institute Inc. All rights reserved.
CI WORKGROUP Executive Briefing Center FEB/MAR-2012 Cary NC And The Typical Outcomes
Traditional Responses from Traditional Customer Service and Experience Outcome Customer Potential Outcome
Resolved
Not So Sure
Not Resolved
Interaction Ends with No Additional Enhanced Experience, Offer, Cross-Sale, Up-Sale or additional value add for the customer. Relationship can potentially be
progressed but the customer may question the full experience.
Interaction Ends leaving the customer with little to no resolution regarding their initial purpose for interacting. Leaves the customer with a questionable experience.
And leaves the organization with another weakened customer relationship.
Fuming customer might very well wash their hands of your company. Unacceptable experience, interaction and result leaves this customer ready to share across the
channels your organization did not provide insights on to your experience professional
Several missed opportunities that all could have been addressed had this agent had real-time insights through a 360 degree view of this
customer.
What Does it Do for Me? How Leading Edge Insights Empower Your Organization to Serve
1 Sourcing Channel Interactions
Channels
Legacy
Lists/Data Marts/CIS
ERP
Cloud
Channels Channels Channels
It starts by!
What Does it Do for Me? How Leading Edge Insights Empower Your Organization to Serve
1 Sourcing Channel Interactions
Channels
Legacy
Lists/Data Marts/CIS
ERP
Cloud
Channels Channels Channels
2 Collecting Key Information
Purchases Regional Data Preferences
Contact Details Key Conversation Insights
Browsing Details Service Conversations
Etc.
It starts by! Then Progresses to!
What Does it Do for Me? How Leading Edge Insights Empower Your Organization to Serve
1 Sourcing Channel Interactions
Channels
Legacy
Lists/Data Marts/CIS
ERP
Cloud
Channels Channels Channels
2 Collecting Key Information
Purchases Regional Data Preferences
Contact Details Key Conversation Insights
Browsing Details Service Conversations
Etc.
SAS
De
cis
ioni
ng 3 Processed, Aligned
and Used to Determine NBAs
It starts by! Then Progresses to! Information is then
What Does it Do for Me? How Leading Edge Insights Empower Your Organization to Serve
1 Sourcing Channel Interactions
Channels
Legacy
Lists/Data Marts/CIS
ERP
Cloud
Channels Channels Channels
2 Collecting Key Information
Purchases Regional Data Preferences
Contact Details Key Conversation Insights
Browsing Details Service Conversations
Etc.
44 Next Best Actions Are Launched to
Relevant Channels SA
S D
ec
isio
ning
3 Processed, Aligned
and Used to Determine NBAs
It starts by! Then Progresses to! Information is then Once Determined!
What Does it Do for Me? How Leading Edge Insights Empower Your Organization to Serve
1 Sourcing Channel Interactions
Channels
Legacy
Lists/Data Marts/CIS
ERP
Cloud
Channels Channels Channels
2 Collecting Key Information
Purchases Regional Data Preferences
Contact Details Key Conversation Insights
Browsing Details Service Conversations
Etc.
44 Next Best Actions Are Launched to
Relevant Channels
Next Best Actions Are 5 Customer is Engaged, Outcomes Occur
and Are Collected
A. Cross-Sale Abilities Up-Sale Abilities Share of Wallet Increase
B. Interaction Insights Transaction Outcomes Details for Future Offers
C. Better Experiences Happy Customers Future Purchases Increased
SAS
De
cis
ioni
ng 3 Processed, Aligned
and Used to Determine NBAs
It starts by! Then Progresses to! Information is then Once Determined! Finally!
What Does it Do for Me? How Leading Edge Insights Empower Your Organization to Serve
1 Sourcing Channel Interactions
Channels
Legacy
Lists/Data Marts/CIS
ERP
Cloud
Channels Channels Channels
2 Collecting Key Information
Purchases Regional Data Preferences
Contact Details Key Conversation Insights
Browsing Details Service Conversations
Etc.
44 Next Best Actions Are Launched to
Relevant Channels
Next Best Actions Are 5 Customer is Engaged, Outcomes Occur
and Are Collected
A. Cross-Sale Abilities Up-Sale Abilities Share of Wallet Increase
B. Interaction Insights Transaction Outcomes Details for Future Offers
C. Better Experiences Happy Customers Future Purchases Increased
SAS
De
cis
ioni
ng 3 Processed, Aligned
and Used to Determine NBAs
It starts by! Then Progresses to! Information is then Once Determined! Finally!
Each interaction is managed with a consistent, clear experience that addresses the client need while providing additional value with real-time insights and four tools that enrich
every real-time and future interaction with real-time insights as each experience occurs.
58
Copyright © 2012, SAS Institute Inc. All rights reserved.
What Value Does it Really Bring? Strategic Benefits for You and Your Customers
Benefits for Businesses
" ! Maximize up/cross-selling success
" ! Utilize real-time outcome insights to drive improved future interactions
" ! Determine what each customer is most likely to need and want
" ! Deepening real-time customer insight with each interaction
" ! Reduce average handling time on low value customers
Benefits for their Customers
" ! Higher value interactions with knowledgeable agents
" ! Immediate personalized service with every customer interaction
" ! Personalized, relevant offers in real-time dialogue
" ! Inquiry solved the first time, every time
With the Intelligent Contact Center driving experiences, customers receive top tier
experiences while organizations achieve strategic goals and build deeper
relationships with each of it’s customers.
Strategic Benefits and Lasting Impact Deeper Relationships, Happier Customers and Potentially Profitable Relationships
60
Copyright © 2012, SAS Institute Inc. All rights reserved.
Final Thoughts Key Take Aways from this Presentation
SAS and Ciboodle’s Intelligent Contact Center provides organizations the ability to addresses key challenges that impact customer service and experiences 11
Key Take Aways How can the Intelligent Contact Center Help Drive Your Strategic Vision
61
Copyright © 2012, SAS Institute Inc. All rights reserved.
Final Thoughts Key Take Aways from this Presentation
SAS and Ciboodle’s Intelligent Contact Center provides organizations the ability to addresses key challenges that impact customer service and experiences
Organizations can utilize the intelligent contact center to enhance every single point of interaction throughout the customer experience and service journey
1212
Key Take Aways How can the Intelligent Contact Center Help Drive Your Strategic Vision
62
Copyright © 2012, SAS Institute Inc. All rights reserved.
Final Thoughts Key Take Aways from this Presentation
SAS and Ciboodle’s Intelligent Contact Center provides organizations the ability to addresses key challenges that impact customer service and experiences
Organizations can utilize the intelligent contact center to enhance every single point of interaction throughout the customer experience and service journey
And can be an innovative game changer for creating sustainable advantages and potentially a key strategic profit center for every organization
123
123
Key Take Aways How can the Intelligent Contact Center Help Drive Your Strategic Vision
Copyright © 2012, SAS Institute Inc. All rights reserved.
Thank You! Jonathan Moran
p: 919.531.2749 e: Jonathan.Moran@sas.com w: www.sas.com
John Merritt
p: 312.447.5600 e: John Merritt@sword-ciboodle.com w: www.sword-ciboodle.com
For more information reach out to!
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