This content was originally published by Julien Rio - Senior Director of Marketing, RingCentral, on the 31st, august, 2020.
Before the emergence of digital technology, customer relations were mainly conducted by telephone. The organization around this channel therefore allows us to closely monitor the activity. However, digital channels present many differences compared to the telephone, requiring a new organization.
What are the challenges for a successful transition?
The organization of the contact center is at the heart of this transition: since interactions take place over multiple channels, it is necessary to centralize their management to increase productivity and steer the overall activity.
Digital channels such as messaging allow for continuous conversation, 24 hours a day. Unlike the telephone, there is no beginning or end to the conversation and exchanges can be made on a delayed basis. This is a significant advantage for the customer, but raises new questions for monitoring contact center activity in terms of performance indicators, steering and quality measurement.
Another point to consider is the written format of digital channels: the skills required of advisors are different from those required of telephone advisors. This also requires the brand to set the tone to adopt, to unify its identity on these channels.
The organizational model of RED By SFR
Aimed at a mostly young and urban clientele, RED by SFR offers a 100% digital customer relationship via messaging in the application, live-chat and social networks.
In order to guarantee the success of its customer relations and develop a model adapted to digital, the brand has relied on several major areas:
Change management: RED by SFR has done a great deal of work to promote a digital culture, by supporting its consultants and involving all business lines in this transition.
Implementation of a new organization: during business hours, incoming contacts on all channels are processed in real time. Messages received during non-working hours are processed by a dedicated team, whose size evolves thanks to real-time management.
Activity monitoring: RED by SFR has set up a model similar to that of the telephonic system, but adapted to the specificities of the digital system. The monitoring is done with a 30-minute time slot management system. The indicators monitored are mainly reiteration, productivity and customer satisfaction.
Julien Darrigan, RED by SFR's Digital Customer Relationship Manager, comments: "With RingCentral, we have developed an organization that meets the customers' expectation of instantaneity. We are in an approach of innovation and continuous test & learn to achieve this objective. This strategy has received excellent customer feedback thanks to a 3-minute interaction support".
These results show the importance of developing a specific approach for digital. By unifying the management of digital customer relationship channels, companies are improving their productivity to meet the new expectations of instantaneity of customers and easily adopt new channels.