When artificial intelligence (AI) was first introduced in customer service, it was limited to basic chatbot features. Recent advancements are now bringing a sense of empathy and linguistics to AI agents.
Currently being tested by banks in the Middle East, this new AI can detect anger, frustration, and other human emotions both over the phone and online. Impressively, most customers can’t even detect that the voice on the other end of the line is not human.
The notion of healthcare quality being measured only based on the level of medical care given to patients is on its way to a complete disappearance. From our position in the healthcare contact centre space, we have been witnessing more and more organisations focusing on the patient experience to gain and maintain a competitive advantage. This evolution toward value-based service benefits the patient, the healthcare provider and the payer. Value-based models encourage healthcare providers to deliver the best care at the lowest cost.
Recent stories by, amongst others, the BBC detailing large, well-organised and presumably very profitable scamming organisations targeting UK TalkTalk customers have hardly helped the already-lowly reputation of offshore contact centres - but may unfortunately be only the tip of a perilous iceberg.
Consumers are becoming both more loyal and trusting of their banks and insurers according to a survey of 3,000 consumers in Germany, Spain and the UK. The research, titled Youbiquity Finance 3, is the latest in the BT- and Avaya-supported series begun in 2012. It finds that the increasing use of technology is coinciding with improved relations between consumers and banks and insurance companies.
Outsourcing has come a long way. I can remember publishing my first book in 2004 and still needing to explain the benefits to sceptical executives. This is not so common now that outsourcing has become an accepted part of boardroom strategy. Today, it’s more unusual to see that a company rejects outsourcing.
Outsourcing has always been a key component of the technology sector; however recently it has been not just basic IT services, but key CIO roles taken on by outsiders. The term ‘virtual CIO’ (vCIO) is gaining increasing momentum, and refers to an individual or service that is charged at an hourly or flat rate fee for the provision of services that incorporate technology and business strategy. vCIOs are particularly popular with small and mid-sized businesses, because they make the strategic guidance of an expert affordable.
The concept of “capability” has long been used in strategic analysis to establish defensible leadership. What are the capabilities that are being established by leading service providers and customers? How do you assess the difference between hype and substance?