Tag: CX / customer experience

Six Common Challenges Customer Experience (CX) Leaders Face | Blog

Delivering exceptional customer experience has become essential to meet changing expectations post-pandemic. But various challenges – from data analytics to talent – can prevent companies from delivering the highly personalized interactions consumers crave. Learn what issues keep customer experience officers (CXOs) up at night in this blog.

The outsourced customer experience management (CXM) market has seen historic growth in recent years, rising about 12% to 14% last year to more than USD$100 billion, according to Everest Group estimates.

While COVID-19 increased demand for CX-related services, it was not the only driver. Senior business leaders now realize delivering exceptional customer experience is no longer a “nice to have” but a “must have” to grow their businesses and thrive in an increasingly competitive market, especially with tough economic times forecast.

As a result, greater focus is being put on customer experience (CX) and customer service (CS) leaders to deliver an exceptional experience. From our conversations with senior business leaders, they all face the following six similar challenges:

  • Using data to improve CX – With data security being critical to running a CX operation, leaders want to better understand all their data, such as contact reasons. They realize data will help them identify ways to improve the experience and lower contact volumes, ultimately improving customer satisfaction and reducing cost. To capitalize on this opportunity, data analytics use within outsourced contracts has grown significantly over the past few years, and our recent research shows that analytics is now present in 30% to 35% of CXM deals
  • Navigating the talent crisis – Much of North America and Europe, as well as other locations across the globe, are experiencing a talent shortage. CX leaders find either their in-house operations or outsourced service providers are struggling to attract and retain talent or that they have to pay premium wages. While this challenge may subside if the economic situation worsens, forward-thinking CX leaders are actively working to address this by evaluating alternative talent sources (such as using gig workers or impact sourcing) as well as exploring emerging locations (Sub-Saharan Africa, for example). They also are focusing on improving the employee experience (EX) to retain the talent they find
  • Optimising delivery and location models – CX leaders have to think about the right delivery and location models to support their business. Using Work at Home Agents (WAHA) in either full or hybrid models is a key consideration in finding and retaining talent. Delivery locations have also come into focus not only in the talent search but also for business continuity planning (BCP), as mitigating risks is now more top of mind than ever. CX leaders are increasingly demanding insights and analysis on emerging delivery models and locations to support their strategies
  • Increasing value while reducing cost – CX leaders feel pressure to deliver value to the business, whether through increased sales, higher retention rates, or better Net Promoter Scores (NPS)/Customer Satisfaction Scores (CSAT.) However, this responsibility does not come with a blank check, and leaders are still challenged to reduce support costs. Leaders need to balance high-value interactions served by humans and then identify low-value contacts (to the business and end customer) to eliminate or automate
  • Modernising the CX infrastructure – The customer experience infrastructure can be modernized and improved at any stage. CX leaders should avoid rushing into a solution because it seems to be the latest hot topic and should understand how the digital solution will integrate into the business and deliver the desired experience
  • Anticipating future customer, industry, and technology trends – As we know from our discussions and experiences, busy executives find it hard to look outside their organisations to understand broader trends when working hard to deliver an exceptional customer experience. Competitors are unlikely to share their plans, and opportunities to collaborate with peer CX leaders in non-competing firms are scarce. CX leaders are seeking an unbiased external industry lens that advisors can provide

The CX or CS leadership role has gained greater significance in recent years as the world has awoken to the importance of delivering great customer experiences. While challenging, the obstacles these leaders face are not insurmountable with the right insights, data, and teamwork.

To discuss CX trends further, contact David Rickard at [email protected].

Learn more about how to optimize your customer experience strategy in our LinkedIn Live session, “How are Leading Organizations Delivering Exceptional Customer Experience?

The Era of “Industrialization of Experience” Is Heralding the Metaverse and Web 3.0 Revolution: Are You Embracing It? | Blog

The advent of Web 3.0 is creating exciting new opportunities for Banking, Financial Services, and Insurance (BFSI) firms who invest in digital technologies to deliver next-generation customer engagement and enter the metaverse. To learn more about enterprises taking the lead in piloting metaverse and Web 3.0, read on.   

With Web 2.0 laying the foundation for unique customer interactions, BFSI firms are increasingly adopting an omnichannel approach as industry trends indicate consumer mindshare often translates into wallet share. Driven by consumer demand for newer experiences as well as the limited potential for further innovation in Web 2.0, industry leaders are looking at Web 3.0 as the future.

Let’s explore how Web 3.0 is enabling firms to evolve from customer interactions to engaging customer experiences in a connected ecosystem.

Defining Web 3.0 and metaverse

Web 3.0 is the next phase of web hyperscale systems built on decentralized, autonomous, and distributed technologies. It enables decentralized protocols and technology stacks that can be used to build new communities and economies such as metaverse.

Movement over the past seven years toward Web 3.0 stalled because of the lack of superior computing power availability and supporting systems to drive sustained momentum. Now, with changing consumer behavior following the pandemic, the rush toward digitalization has taken off.

The need to build differentiated experiences backed by the rapid maturity of cloud-based processes and overall sophistication of systems supporting the digital agenda are healthy signs for the next wave of innovation based on Web 3.0 – metaverse.

Metaverse is a persistent immersive mega virtual smart space, akin to a universe, where people have seamless digital experiences that can extend to the real world.

Metaverse creates a virtual community that can provide immersive client experiences, collaborations, and employee trainings. To meet this demand, technology and services providers need to invest in next-generation technologies such as cloud, Artificial Intelligence (AI), and blockchain to extract the best out of Web 3.0.

Today’s metaverse is focused on allowing users to build a digital imitation of the physical world, leverage mixed reality devices to engage in various activities, conduct commercial transactions using digital assets, and drive collaboration and engagement through virtual events.

Web 3.0 and metaverse will enable next-generation experiences and alter economic and business models. Excitement about the potential significantly outweighs concerns.

Picture1 3

Exhibit 1: Everest Group

Pioneers piloting Web 3.0

Leading financial services players have started piloting Web 3.0 concepts and experimenting with metaverse to test the market response. We believe this marks the start of an evolutionary change that will undergo multiple refinements rather than be revolutionary.

Picture2 2

Exhibit 2: Everest Group

Most use cases we see are capitalizing on the following modular demand themes:

Banking:

  • Financial products and asset classes in the metaverse
  • Customer management through immersive technologies
  • Virtual branch inception
  • Affiliates and partnerships in the digital world

Financial services:

  • Portfolio management and client enablement
  • Front, middle, and back-office efficiency
  • Trade lifecycle management in the metaverse
  • Digital asset custody services
  • Decentralized brokerage systems

Insurance:

  • Decentralized insurance services
  • Risk profiling
  • Claim processing
  • Restructured underwriting services

Where is the market moving with regulations?

Despite the recent efforts, policymakers still need to be convinced to embrace the new possibilities of Web 3.0 to make it real for banking consumers and investors. Web 3.0 and allied technologies, such as metaverse, require a novel approach to regulatory thinking. Many governing bodies grapple with the nuances around Web 3.0 and the challenges it manifests. Governance and interoperability are critical elements to successfully scale Web 3.0 and metaverse.

Addressing these three regulatory areas can kickstart the formal growth of Web 3.0:

  • Investor protection – With blockchain-based transactions picking up pace, preventing fraudulent actions and safeguarding investors’ interests has become a priority for organizations such as the U.S. Securities and Exchange Commission (SEC) and the Commodity Futures Trading Commission (CFTC)
  • Privacy and disclosures – The intricacies around the nature and type of disclosures and the effect these may have on individual privacy could have serious implications as this technology gains momentum
  • Jurisdictional concerns – The key concerns around decentralized internet are around control, individual laws applied, and interpretations across different markets

The new computing possibilities of Web 3.0 has the potential to dynamically impact the BFSI industry structure. Data decentralization and democratization can bring investment opportunities to enterprises as well as IT providers. To seize this potential, technology and services providers must invest in cloud, AI, and blockchain to realize the many benefits Web 3.0 can deliver.

At Everest Group, we are closely tracking the developments in BFSI based on metaverse – both from the demand and supply side. For more insights, see our report, Future of Financial Services – Web 3.0, Metaverse, and Decentralized Finance, which sheds light on the future of financial services in the Web 3.0 and metaverse era.

We would like to hear your thoughts on Web 3.0 and metaverse and its growing adoption in the BFSI industry. Please reach out to us with your inputs at [email protected], or [email protected].

Listen to our experts as they deliver their perspectives on Web 3.0 and Metaverse and provide actionable insights to enterprises, service providers, and technology vendors in our webinar, Web 3.0 and Metaverse: Implications for Sourcing and Technology Leaders.

Konecta-Comdata Merger Creates a Business Process Outsourcing (BPO) Giant – What Does it Mean for the CXM Market?

The planned merger announced last month between Konecta, the leading provider of Spanish-speaking Customer Experience solutions, with Italy-based customer management provider Comdata will create the sixth-largest player by revenue in the customer experience Management (CXM) BPO sector. This consolidation will intensify competition in the attractive CXM market, with the combined entity commanding close to €2 billion in revenues and €300 million in EBITDA. Read on to find out what this big deal will mean.

Creation of a global champion

Comdata

Global CXM provider Comdata offers end-to-end management solutions (acquisition, retention, customer service, technical support, and credit collection) in 30 languages across four continents and 21 countries with its network of 50,000-plus agents. Headquartered in Milan, it served more than 670 clients in 2021, generating revenue of approximately €980 million.

Konecta

Konecta, acquired by Pacheco together with the company’s management team in 2019, is a leading tech-enabled end-to-end CX BPO player in the Spanish-speaking markets. It has successfully integrated different companies such as the Brazilian Uranet and the Spanish Rockethall group, reinforcing the company’s leadership in Artificial Intelligence, digital marketing, and big data solutions. In 2021, it generated revenue and EBITDA of approximately €918 million and €148 million, respectively.

Combined entity

Subject to approval by authorities, the merger is expected in the third quarter of 2022, creating a global CXM leader capable of providing the “best shoring solution” to local, regional, and global clients in 30-plus languages across industries such as finance and insurance, technology, telco, retail and e-commerce, utilities, and healthcare.

The combined entity will be headquartered in Madrid (Spain), jointly chaired by the CEOs of Konecta and Comdata. It will serve more than 500 large corporations across Europe and America, leveraging the expertise of 130,000-plus employees. According to a statement by the companies, “the new group has a solid financial structure and will take advantage of its position in Spain, Latin America, Italy, and France to deploy all its commercial and operational capacity in its strategic markets. In addition, it will have additional capabilities to fuel its growth in the North American market and throughout Europe.”

Key drivers of the merger

The advantages of this deal are:

  • Expansion in Latin American and Spanish markets: The combined entity will become the market leader in Spain and Italy with a strong presence in Latin American domestic markets such as Mexico, Colombia, Brazil, Peru, Guatemala, Argentina, and Chile. It will have over 500 large corporate clients in Europe and Latin America. The new company will enjoy the advantage of Konecta’s strong dominance in the Spanish market, where Konecta has been aggressively expanding in the past few years, especially by acquiring four different Spanish companies that were part of the Rockethall Group in 2020. In these markets, the joint company will have a significant role in telecom, BFSI, utilities and energy, the consumer goods sector, and several big tech and new economy global brands
  • Enhanced delivery capabilities in Latin America: Labor-cost pressures, the talent shortage in onshore North America, and the desire to relocate some offshore operations closer after the pandemic have increased Latin America’s attractiveness for nearshore delivery capabilities. Some of the latest examples include Transcom’s re-entry in Colombia; new sites opening in Trinidad and Tobago by Teleperformance, iQor, and Valenta BPO; and itel’s acquisition of Emerge BPO with employees in Guyana and Honduras. The combined entity will have strong nearshore delivery capabilities to support US clients, including 20 sites in Colombia and seven in Mexico, offering a multi-country delivery model across the entire LATAM region
  • Differentiated customers: Both Konecta and Comdata are leaders in their respective local markets. The majority of Konecta’s revenue comes from Spain, Portugal, and Latin American regions, with Comdata having a strong presence in Italy, France, and some Latin American countries. Overall, the client overlap between both service providers is very limited, reducing the revenue loss due to cannibalization
  • Operational synergies: Buyers’ preferences when outsourcing CXM have evolved from the traditional levers of cost and scale to now prioritizing digital CX capabilities, end-to-end integration, and value-added services in their portfolio. This merger will allow the sharing and cross-selling of certain specific CX transformation capabilities such as Comdata’s C-suite tools, expertise in Voice of the Customer (VOC), and consulting and operational redesign services with Konecta’s content and performance marketing and conversational commerce offerings. Through its Uranet subsidiary in Brazil, Konecta also owns platforms for customer journey orchestration, knowledge management, and contact center infrastructure

Competition among other global providers

 With US$2 billion in revenue and 130,000 agents, the combined entity gives tough competition to other global CXM providers such as Teleperformance, Sitel, and Concentrix. Below is a look at the capabilities of these global providers in comparison to the combined entity. 

Teleperformance Sitel Concentrix Konecta+Comdata
Revenue US $8.4 billion US $4.3 billion US $6 billion Approx. US $2 billion
FTEs 420,000+ 160,000+ 290,000+ 130,000+
Languages 265+ 50+ 70+ 30+
Countries served 170 40 40+ 24

 

Considerations for buyers

Although organizations have the best intentions to use mergers and acquisitions to supplement their organic efforts, they generally underestimate the risks such as failure to achieve synergies, lack of due diligence, and security and integration challenges. Business leaders have often recognized people, culture, change management, and communication as the top reasons for integration failure. Lack of adequate change management policies can affect the organization’s governance and accountability structure, cause stress and uncertainty for employees, and decrease productivity for businesses, ultimately impacting service quality and timely delivery.

Future outlook for the CXM market

With Sitel’s acquisition of Sykes and Webhelp’s acquisition of OneLink BPO and Dynamicall in 2021, the trend of consolidation among CXM market players is gaining traction. Consolidation enables service providers to work with large clients across multiple delivery countries and end markets, a capability that is rising in importance for CX clients. It also enhances service offering portfolios and technology capabilities by serving as a one-stop-shop for buyers for all CXM needs.

This deal also represents an opportunity for buyers to reexamine their vendor portfolio since certain service providers might now be better positioned to support their clients across multiple locations and processes, representing an opportunity to optimize their portfolio with fewer providers to achieve operational and cost efficiencies.

To discuss the CXM market landscape, please reach out to David Rickard, Vice President, BPS, [email protected], Divya Baweja, Senior Analyst, BPS, [email protected], or contact us.

You can also learn how expanding and developing businesses are attracting technology-focused workers to help execute existing and evolving digital transformation, adopt new processes, and innovate. Join our webinar, How to Effectively Attract and Drive Productivity within the Tech Workforce.

Gaming! What It Takes to Reach the Next Level | LinkedIn Live

LINKEDIN LIVE

Gaming! What It Takes to Reach the Next Level

View the event on LinkedIn, which was delivered live on March 31, 2022.

The gaming industry has exploded in recent years, and service providers in this industry are scrambling to capitalize on this 200-billion-dollar market. 

With 2.7 billion global players, there are seemingly endless opportunities to help gaming companies acquire and nurture happy players. However, despite the hype and excitement, there are still challenges in effectively serving this market.

Join us as we discuss how the player experience can be enhanced through improved customer service and trust and safety, and how providers can better serve the dynamic and growing gaming industry.

Our experts will explore:

  • The biggest challenges that gaming companies face
  • The key myths or mistaken notions about the addressable market for the gaming industry
  • Areas that gaming companies would value service provider support the most

Meet our Panel

Hung Shirley Refresh gray square
Shirley Hung
Partner
Everest Group
David Rickard
David Rickard
Vice President
Everest Group
Tony Won
Tony Won
Senior Consultant
PlayerSupport.com

How the Russia-Ukraine Crisis Can Impact Customer Experience Management Services and Alternative Locations to Consider for CXM Outsourcing | Blog

With Eastern Europe serving as a major hub for Customer Experience Management (CXM), the Russia-Ukraine crisis poses a serious threat to service delivery. Now is the time for enterprises with large presences in this region to diversify delivery locations and mitigate risks.

Read on for our expert analysis on the state of CXM outsourcing here, the potential disruptions, and alternative countries to consider for multilingual customer service and tech support to ensure continued CXM services.      

Just as the world was looking to emerge from the global pandemic that caused a seismic shift in work and collaboration models, another highly disruptive crisis looms on the horizon. The recent geopolitical developments in Ukraine and Russia have caused the whole world to take notice, and with new sanctions kicking in every day, many are already preparing for adverse scenarios.

Given that this rift involves nuclear heavyweights in Russia and the NATO countries, the consequences could be far-reaching for the entire world. Consequently, these tense developments have created a lot of uncertainty and consternation for companies having a presence in the affected region.

Eastern Europe, which forms the immediate vicinity of Ukraine, is a major hub for delivering a plethora of customer experience management services for end-users both within and outside this region. Let’s take a look at the potential impacts to CXM outsourcing and alternative locations for CXM services.

Eastern European region CXM snapshot

As a strategic location for CXM services, eastern Europe offers strong multilingual capabilities, relatively inexpensive skilled talent, and cultural similarities and a minor time difference to western Europe. Leading global enterprises and Europe-focused players have a significant footprint in this region, putting them at risk in the current situation. The heatmap below illustrates the country-wise vulnerability index based on the number of delivery centers and corresponding CX agents present in each of them.

Screenshot 2022 03 23 084703

Potential CXM services disruptions and alternate solutions

Due to its skilled and relatively inexpensive IT talent pool, Eastern Europe is highly leveraged for its multilingual support for not only the regional languages such as Russian, Czech, Serbian, etc. but also for many of the major west European languages such as German, French, English, Spanish, and Italian. Poland and Romania also are sizeable talent sources for technical support.

Major cities in Ukraine such as Kyiv and Dnipro have been the most severely impacted by the armed conflict with Russia, and enterprises must accelerate Business Continuity Planning (BCP) measures to relocate affected CXM agents to safer parts of the country or outside of Ukraine to provide immediate relief.

If the conflict escalates beyond the borders of Ukraine in the coming weeks, major cities in Romania, Poland, and Bulgaria – which have the highest concentration of CXM delivery centers – could also be directly impacted.

We also envision a potential threat of cybersecurity breaches in Ukraine, inevitably causing collateral damage to its neighboring countries as well. While no one can foresee how the situation will unfold or its duration, enterprise clients must stay well informed and start devising backup scenarios and activate disaster recovery plans if needed. Although we believe the disruption will be temporary, a long-protracted war can’t be ruled out.

Alternative locations for CXM support services

Considering the uncertainty and volatility, let’s look at some viable alternate locations to help enterprises mitigate their emerging risks:

  • Multilingual customer support – Enterprises should consider new offshore and onshore locations to support major European languages for CXM outsourcing, as illustrated below:
    table
  • Tech support – The best strategy for enterprises is keeping their complex tech-related support in-house through onshore locations. However, for simpler queries, alternative nearshore locations such as South Africa and Egypt offer similar advantages that Eastern European locations can provide at lower price points without any dip in the talent pool. Even offshore locations such as India and the Philippines are suitable alternatives to consider as long-term tech support outsourcing locations

Mitigate risks

The last two years have taught enterprises the glaring importance of risk mitigation as a strategic priority to ensure service continuity, and this year seems to be behaving no differently. Customer experience has established itself as a true differentiator for enterprises of all sizes and shapes in every industry. As such, ensuring that customer support services run unhindered is vital for enterprises to achieve their business outcomes.

Now, more than ever, diversification of service delivery locations will become increasingly relevant to counteract the rising instability that the current geopolitical tensions between Russia and Ukraine as well as similar such events could bring in the future.

While we hope that this devastating humanitarian crisis comes to an end as soon as possible, enterprises that closely re-examine their service delivery footprints and proactively mitigate their risks will be better positioned to absorb any shockwaves that could potentially arise in the coming months.

With the continuing escalating events, it is important to stay informed on the latest developments in this region. Contact us at [email protected] or [email protected] to discuss your situation and solutions.

Discover more about the impacts to the service delivery ecosystem in our LinkedIn Live event, How to Manage the Ukraine-Russia Impact on Service Delivery.

You can also keep up on the impact of service delivery from Ukraine and the CEE region in our  resource center where you’ll find our consolidated coverage.

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