Few organizations have defined and quantified the importance of customer service, even though customers are fundamental to the existence of most organizations. In particular, organizations often lack an up-to-date customer service strategy that reflects the importance of services to the organisation and leverages the opportunities now available due to data and digital technologies.
The traditional call centre – now a contact centre – will evolve into a relationship service centre: the value of many organizations lies in the relationship capital with customers. Now is the time to fundamentally rethink how to unlock this value and develop a customer service strategy, especially with the advent of chatbots, voicebots and ‘digital human’ running on generative AI. At the same time, evolving customer behaviour and HR challenges are changing the way customer service is being provided and staged in the organization.
Drawing on numerous engagements working with customer service teams, we have identified six key opportunities to shape an organization’s customer service strategy. These include harnessing channel steering & better data to generate better insights as well as building better operations & replacing IVR systems with more compelling tools. We believe organizations should also embrace the first time right principle in serving their customers.
How to start the development of a service strategy?
In our experience, three approaches can lead to success:
- The analytical route – leverage insights in the customer service contact volume as a base for identifying opportunities.
- Vision development and service concept design – ensuring buy-in of the broader organization into the service strategy.
- The agile way – ‘start small and scale when successful’.
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Get in touch
Chris Vialle
Chris is a Partner in the Monitor Deloitte practice, based out of Amsterdam. Chris is focused on Strategy and Strategic transformation within Banking, Payments and Fintech in the Netherlands and across Europe. He is part of the global Commercial Banking leadership team and leads the Customer Strategy and Design offering (100+ FTE) in the Netherlands. Before (re)joining the Amsterdam office he was part of the New York and Copenhagen offices serving clients in EMEA, North America and Asia.
Robert Collignon
Robert is Director in the Customer Strategy practice with a focus on the insurance and wealth management industry. He has over 20 year experience both as a consultant as well as in working for FSI industry organisations. His passion is to design and deliver winning strategies, brands and customer propositions which benefit organizations and contribute to a better society. Typically this involves business model innovation, digital transformation, new venture design, partnership strategies, digital technology (data management, marketing automation), operating model design and proposition design. Prior to joining Deloitte Robert was the global Head of Brand & Customer Strategy at an insurance organization, he is one of the proud founders of GoBear (www.gobear.com) - a successful FinTech in the financial services industry in Asia and author of ‘Pensioen voor Dummies’.