is the average satisfaction score for web chat, higher than for email and self-service
ROI a possibility for banks when they enable basic services over mobile devices
financial products were opened online and over mobile in 2011, more than the number opened in-store
Some financial services organizations are pursuing growth through acquisitions, and profits through operational restructuring, technological economies of scale, and labor arbitrage enabled by the Internet. Other organizations are relying on customer intimacy and personalization to woo and keep customers. Common across the industry is the continued push to grab a larger wallet share of existing customers through differentiated service and expanding product offerings. Ultimately, the success of all strategy depends on that moment of truth when the customer calls, emails, or visits the web and the service or sales representative has to respond—consistently, appropriately, and quickly.
With the commoditization of products and services, fuelled by greater access to competitive information over the web, customer service is one of the few ways organizations can differentiate themselves and increase market share.
The promised bounty of the web still eludes most organizations that have invested in new web-based channels to improve customer experience and reduce or deflect the cost of customer care.
It can take years for agents to become effective in responding to customer inquiries because financial services products and services are complex and closely regulated.
Intricate financial discussions necessitate face-to-face interaction with customers, and that can be very expensive.
Efficiently handling customer emails in various languages is hard enough for most global organizations. Add to that local customs, regulations, and compliance norms, and the task begins to look almost impossible.
The productivity of customer-facing staff depends on a wide range of internal systems. Support for these systems is a complex challenge.