Despite the rise in chat adoption, many organizations are still not providing the service their customers expect. That’s why it’s essential to follow proven best practices, including defining goals, identifying key metrics, and appropriately hiring and training staff. With these foundations in place, organizations can establish routing and queuing practices, before customizing the solution to meet their specific needs, and fine-tuning analytics to further improve performance.
To learn more about how Oracle Chat Cloud Service can improve CSAT, customer loyalty, and revenue for your organization, visit oracle.com/goto/chatbestpractices
Mobile, relationship intelligence, and sales coaching are necessities for today’s sales organization and are pervasive capabilities for every sales automation solution category. No vendor solely offers these capabilities without complementing them with other functions.
Instead, they are embedded across the categories mentioned above. For example, sales content management providers cannot compete without extensive mobile expertise; market intelligence and customer success do not work without relationship intelligence; and sales coaching is not constrained only to the sales performance management vendors.
When organizations are managing sales performance, it is critical to balance and align each enablement and operational component. Misalignment – or too much focus on one element –can dramatically detract from performance levels and the ability to measure results. An organization may temporarily need to emphasize a particular component when it sees a challenge, but ultimately success depends on striking the correct balance across all SPM components.
Customers hate waiting for engineers to show up. The hours drift by. Clocks tick slower. They may have taken the day off work, but feel unable to start anything productive in case the doorbell rings. Fury builds. They call the contact centre – they’re told to keep waiting.
It’s unacceptable. And in the 21st Century totally unnecessary. Solutions exist to provide customers with an accurate forecast of when field service agents will arrive and how long the job will take.
What this case study reveals is that, with the right leadership, it is possible to turn a company around and make it far more responsive and relevant to its customers, and as a result deliver growth and profits.
The upshot of D+M's cultural and business transformation has been a return to growth and profitability. The entire enterprise has played its part, which is why the annual Chairman's Award has recognized individuals who have lived the winning cultural values and achieved excellence in performance. Winners have included factory workers and services people. The firm also continues to innovate with HEOS WMS capabilities extending to the other brands. Customer experience continues to be an area of deep cross-functional focus, and feedback from customers provides a clear indication that the customer experience throughout their buying and ownership journeys is rated highly.
That’s why we’ve taken some of the old business preconceptions – whether service specific or not - ripped them up and rewritten five new business rules, designed to debunk some time-honoured myths and help you and your organisation take a leap towards that much-feted goal of customer centricity.
Read on for the new rules we recommend, maybe take those and mix them with your own, why not share them @OracleCX? At a minimum we hope these new ways of looking at business will help provoke the questions you, and others, need to ask of your organisation – in fact, we’ve included key questions that will help provoke some conversations, so you can start to build a picture of what’s going well and where there may be room for more discussion and investigation.
By creating a connected field service ecosystem, organizations can increase their response time, reduce mean time-to-resolution and eventually, power a more predictive service model. This will enable a new level of field service productivity and cost-savings from increased efficiencies. Organizations will also be able to provide exceptional customer experiences consistently.
Customer disruption and asset downtime will be minimized, and organizations will be able to empower their field service resources with insight into the issue before they arrive at the customer site. All thanks to a unified field service and IoT strategy.
By investing in your customer experience teams, next-generation approach, and customers, you empower the modern customer across all touch points and create remarkable experiences.
Oracle has the most complete set of customer experience cloud applications to help you meet change, achieve growth, and drive customer loyalty.
For sales teams to be successful in the age of the customer, they need tools that help them close more deals, faster. Some CRM tools are underused because they’re not geared to helping reps sell in the modern era. This may be because they’re complicated to use; because they’re isolated from the apps your reps use every day; or because they don’t give reps the information they need.
Today, sales automation is not (just) about managing accounts, contacts, and activities. It’s about gaining insight that provides a competitive edge, having access to predictive information, being able to collaborate in real time, creating quotes in front of the customer, updating forecasts. All at any time, from any place, using mobile devices—all helping to drive sales and pipeline.
If you’re looking to improve sales performance, optimize ecommerce, implement marketing automation, expand social media, deliver better customer service, or utilize accurate Configure-Price-Quote (CPQ) – it’s all Oracle.
And, the icing on the cake? All of these solutions are integrated, but modular. We offer a breadth of solutions that you can not only buy individually, but can also easily integrate with existing or additional solutions as your business needs grow.
Adapt your customer experience strategy to new technology in Forrester's navigate the future of CRM in 2017 Report.
The past five years have marked the beginning of the “Age of the Customer,” in which technology and economic forces have put customers in control of their interactions with businesses.
These businesses, hoping to understand and serve customers in a global and digital economy, are almost universally undergoing digital transformation, which involves realigning and investing in new technology and business models with a specific focus on the customer experience.
Mobile is undoubtedly changing both our personal and professional lives. Customer service organizations should decide on a strategy to bridge the gap between mobile behavior and customer service. This requires a strategic review of value drivers, combined with a tactical search for relevant use cases.
Don’t fall in the “we need an app for everything” trap — some users need big screens, some users don’t. Some need a rich experience, others just need basic functions. Your strategy must take all of these dynamics into consideration.
This digibook contains a step-by-step guide to overcoming the new challenges of raised expectations, big data, and globalization, with case studies and examples of how smart CFOs are redefining reporting.
This digibook contains a step-by-step guide to leading process management and overcoming the cultural and procedural challenges, with case studies and examples of how smart CFOs are leading the transformation of their enterprises.
If anyone remained skeptical about the cloud’s utility— and staying power—as a delivery mechanism for everything from infrastructure as a service (IaaS) to platform as a service (PaaS), software as a service (SaaS), and more, a quick look at recent statistics would surely change their mind. Indeed, with the cloud software market reaching US$48.8 billion in 2014 and anticipated to grow to US$112.8 billion by 2019, it’s clear that cloud computing is not just the way of the future, it’s also the way of the present.
Enterprises tend not to view project management as a holistic process. Much like the disparate systems they have in place, they see a disparate collection of issues.
They typically look to solve specific pain points with single applications. Rather than migrate an entire enterprise to a new system, they are looking to manage a problem spot and have it flow into a specific component (e.g., cost, human capital leverage, or how demand is driven) as needed. In many cases, however, the pain points are symptoms of a larger issue, and to remove them the situation must be viewed in the context of the full project life cycle. Oracle Project Portfolio Management (PPM) Cloud, part of the integrated suite that is Oracle ERP Cloud, not only does this, but it’s also built with the user in mind… solving the PPM pain points through role-based analytics, social collaboration, optimization, costing, control, and mobile solutions for today’s project team.
In recent years, business forecasts have had to become faster and more flexible—ready to be adjusted at a moment’s notice. As earnings and product cycles accelerate, it has become clear that the business world is decisively moving towards treating rolling forecasts as standard. A slow process of budgeting and forecasting is no longer enough.
This digibook contains a step-by-step guide on how to meet stakeholders’ expectations, with case studies and examples of how smart CFOs are adapting their processes to improve the quality and timeliness of their business forecasting.
Relentless digital developments have created the chance for the finance team to become true strategic leaders across the business—but they have also raised expectations and generated new challenges. In this digibook, we explore the growth of cloud, social, mobile and big data, and how smart CFOs are taking advantage. We show how to use your big data analytics and smooth procurement systems as a launchpad to holding your own in the Digital Age.
Each chapter is illustrated by examples from successful businesses that have embraced the new ways of working as well as guidance on how to plan for and implement the changes that are right for you.
Deep-dive analytics tools have completely transformed the way many organizations do business—helping remove the guesswork from major areas of operations, and provide everybody with the clear, actionable answers they need to make informed business decisions.
The benefits of sophisticated analytics are being reaped across the business. But according to Deloitte, HR is lagging behind— with only 14 percent of companies using analytics in HR, compared to 77 percent using these tools in Operations1.
As we turn our attention to 2017, HR leaders have their destinies and those of the modern workforce firmly in their hands.
Businesses have never faced such extreme levels of uncertainty. On a macroeconomic level, they are still unclear on how and when the UK’s “Brexit” from Europe will proceed while trying to predict how a political outsider in the White House will affect global markets. Meanwhile, they are seeing their success threatened by disruptive upstarts and their operating models challenged by employees’ cry for new ways of working.
As the world emerges from global recession, it’s clear that today’s talent management challenges are dramatically different from the ones businesses faced even a few years ago. PwC’s annual global survey of CEO found that a full 63 percent of those surveyed are concerned about the future availability of key skills.
By adopting modern best practices for HR and Talent Management you will ensure your business takes full advantage of new and innovative cloud processes and technologies. This will help your HR resources operate much more efficiently and set your business up with the ability to rapidly adapt and grow when needed.
In the world of HR, many of us talk about employee engagement, and the intrinsic link between engagement and productivity is well understood. But how many of us truly understand the reasons why? And do we truly recognize just how important it is to the HR department and the business as a whole?