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1、UK Contact Centre Verticals:InsuranceSponsored byTransform your insurance call centre.Talkdesk streamlines the insurance experience by providing unified customer context in one platform and the ability to personalise engagement in customers preferred channels.LEARN HOWFINANCIAL SERVICES&INSURANCE|IN

2、SURANCE 3 UK Contact Centre Vertical Markets:Insurance ContactBabel 2024 Please note that all information is believed correct at the time of publication,but ContactBabel does not accept responsibility for any action arising from errors or omissions within the report,links to external websites or oth

3、er third-party content.4 CONTENTS Contents.4 List of Tables.5 UK Insurance Contact Centres:Executive Summary&Outlook.7 Introduction.8 Market Sizing.9 Structure.9 Growth.14 The Use and Effect of Omnichannel.15 Inbound&Outbound Activity.16 Technology.18 Human Resources.21 Salaries.21 Agent Attrition.2

4、2 Agent Absence.23 Operational Benchmarking.24 Call Duration.24 Speed to Answer.25 Talk Time.26 Customer Experience.27 About ContactBabel.31 5 LIST OF TABLES Figure 1:Insurance contact centres and agent positions,2010-2023.9 Figure 2:Average Insurance contact centre size,2010-2023.10 Figure 3:Insura

5、nce contact centres by size,2013/18/23.11 Figure 4:Insurance agent positions by size,2013/18/23.12 Figure 5:Insurance contact centre jobs,2013/18/23.13 Figure 6:Insurance agent positions and contact centre forecasts,2023-27.14 Figure 7:Contact centre inbound interactions by channel,2012-2023 Insuran

6、ce Sector.15 Figure 8:Insurance-number and proportion of outbound agent positions,2010-23.16 Figure 9:Outbound call types:Insurance.17 Figure 10:Insurance contact centres:use of technology,2023(vs.industry average).18 Figure 11:Insurance contact centres:use of technology,2023&2027.19 Figure 12:Avera

7、ge Insurance agent salaries,2010-23.21 Figure 13:Average Insurance annual agent attrition rates,2010-23.22 Figure 14:Average Insurance agent absence rates,2010-23.23 Figure 15:Insurance contact centres:call duration,2010-23.24 Figure 16:Insurance contact centres:average speed to answer,2010-23.25 Fi

8、gure 17:Insurance contact centres:talk time,2010-23.26 Figure 18:How would you rate the general level of customer service that you receive from these types of company?.27 Figure 19:In the past year,have you left any of these types of company,or decided not to use them because of poor customer experi

9、ence?(by age range).29 Talkdesk is a global AI-powered cloud contact centre leader for enterprises of all sizes.Talkdesk CX Cloud and Industry Experience Clouds help enterprises deliver modern customer service their way.Our trusted,flexible,and innovative contact centre platform leverages AI and aut

10、omation to drive exceptional outcomes for their customers and improve the bottom line.Serving enterprise customers in over 100 countries,we partner with our customers to deliver continuous innovation and breakthrough results.Our unwavering commitment to doing what we say we will do and our investmen

11、t in the highest levels of security and reliability for our products make us second to none in the industry.Along with our flagship CX Cloud,we offer Talkdesk Industry Experience CloudsTM which are purpose-built to meet the needs of vertical sectors to improve CX and generate industry-specific busin

12、ess outcomes.We offer a business phone system natively built on a leading cloud contact centre platform,which reduces costs and provides a better way for hybrid workforces to deliver great customer experiences.We serve enterprise customers in over 100 countries including:LifeSearch,Freeway Insurance

13、,IBM,WaFD Bank,Wealthify,Capitalise,Flagstone,Equals Money,Root Insurance,Zego,Apple Federal Credit Union,BankUnited,Patagonia,Quadient,Motorola Solutions and Canon.Learn more and request a demo at .7 UK INSURANCE CONTACT CENTRES:EXECUTIVE SUMMARY&OUTLOOK Generally,there are increasing levels of tec

14、hnological investment being seen in this sector,but the complex nature of some of the work may be less suited to online self-service,with a large proportion of insurance customers wanting to speak with human agents for reassurance and clarity,as the claims process may involve lengthy and high-emotio

15、n interactions.There is a need for personalised communication within this sector,which in common with any contract-based commoditised service risks high annual customer attrition rates.Up until recently,general financial services organisations(including insurance,banking,credit card and debt collect

16、ion operations)had run the most contact centres of any business sector in the UK,and this wider vertical market still employs the most agents.There has been strong pressure to consider consolidation and rationalisation in order to cut costs driven by reduced profits,increased competition,higher cost

17、s of compliance and the use of cost-comparison websites.Nevertheless,the overall number of insurance agent positions has increased strongly since 2012.The insurance sector does not initially encourage a high proportion of initial inbound interactions from existing customers to be via non-voice chann

18、els,as many transactions require identification and authentication,for which social media or web chat were not seen as suitable vehicles.The insurance sector has embraced email as a cost-effective outbound channel as a delivery mechanism for paperwork,which then also serves to reduce the number of i

19、nbound calls as customers are more likely to have the information they need at hand.The email channel now accounts for 15%of inbound interactions.The insurance sector carries out a large number of outbound calls to existing customers in order to get policy renewals and follow up issues,and some also

20、 carry out cold calls.As expected in an industry with so many regulations to comply with,interaction recording is used by a high proportion of the insurance survey respondents,with MIS and workforce management also very popular.Insurance contact centres are still behind the industry average with the

21、ir use of web chat,with these only being used very recently by many of the larger insurers due to concerns over its suitability in a secure environment.Insurance operations are keen to use AI and workforce management,and there is also a high use of automated outbound dialling for sales calls.Insuran

22、ce agents tend to get paid around the contact centre industry average,although attrition rates are often higher than average.Call durations in this sector are usually higher than the industry average,reflecting the typical complexity of an insurance call.8 INTRODUCTION“UK Contact Centre Verticals:In

23、surance”looks at the structure,growth,technology,HR and commercial issues found in contact centres within the UK insurance sector.It does not include any data or analysis from offshore contact centre operations.It contains data from multiple large-scale surveys of hundreds of UK contact centres,and

24、is the definitive study of this vertical markets customer contact operations.The“UK Contact Centre Verticals”series of reports are free of charge to readers.Research and analysis costs are borne by sponsors contact centre and customer experience solution providers whose advertisements,case studies a

25、nd thought leadership pieces are included within these reports.Sponsors have not had influence over editorial content or analyst opinion,and readers can be assured of objectivity throughout.Any vendor views are clearly marked as such within the report.Please note that statistics within this report r

26、efer to the UK industry,unless stated otherwise.There is a version of this report available for download from with equivalent US statistics.To comply with the usual protocol of market analysis,years are reported as year-end(i.e.the 2023 figures refer to the end of 2023)unless stated otherwise.9 MARK

27、ET SIZING STRUCTURE The insurance sector has increased by almost 30%in terms of agent positions since 2010.After peaking in 2018,the number of physical contact centres is now declining slowly due to consolidation,cost-cutting and the rise of at-home agents.Figure 1:Insurance contact centres and agen

28、t positions,2010-2023 295 285 275 265 270 290 295 300 320 320 320 315 310 305 48,75050,000 50,00051,00053,50055,00054,00054,75057,80059,00060,25060,75062,00063,000010,00020,00030,00040,00050,00060,00070,00080,000010020030040050060020102011201220132014201520162017201820192020202120222023Agent positio

29、nsContact centresInsurance contact centres&agent positions,2010-23Contact centresAgent positions 10 Insurance contact centres tend to be considerably larger than the UK average,and the average size has grown to pass the 200-seat mark.Figure 2:Average Insurance contact centre size,2010-2023 165 175 1

30、82 192 198 190 183 183 181 184 188 193 200 207 112 115 119 123 126 122 123 124 125 127 135 134 136 139 05010015020025020102011201220132014201520162017201820192020202120222023Agent positionsAverage Insurance contact centre size,2010-2023InsuranceAverage 11 Unlike many in-house sectors,the insurance c

31、ontact centre industry is less heavily weighted towards smaller operations,with some very large operations working in this sector.Figure 3:Insurance contact centres by size,2013/18/23 123130103528590785050355562050100150200250300350201320182023Insurance contact centres,by size(2013/18/23)250+APs101-

32、250 APs50-100 APs50 APs 12 Employment in UK insurance contact centres is strongly focused towards large operations,with around two-thirds of agents working in 250+seat contact centres.Figure 4:Insurance agent positions by size,2013/18/23 3,0005,4004,2505,0007,5007,25011,5009,50010,00031,50035,40041,

33、500010,00020,00030,00040,00050,00060,00070,000201320182023Insurance agent positions,by size(2013/18/23)250+APs101-250 APs50-100 APs50 APs 13 There had been significant growth in jobs associated with insurance contact centres since the banking crisis and resultant economic downturn.After significant

34、increases over the past 10 years,Employment figures will start to decline,mainly due to self-service,a factor impacting contact centre headcount which this sector has not yet fully mined.While it is perhaps less suited to self-service than other sectors due to the high proportion of high-emotion and

35、 high complexity interactions(particularly in the claims element),we would expect to see a greater amount of functionality going online in the near future.The sector currently employs over 23,000 more people than it did in 2013.Figure 5:Insurance contact centre jobs,2013/18/23 85,500100,652108,69302

36、0,00040,00060,00080,000100,000120,000201320182023Insurance contact centre jobs,2013/18/23 14 GROWTH Insurance contact centres have seen a growth in agent positions,although we expect the increased customer familiarity with self-service and improved sophistication of automated digital service to have

37、 a negative effect on agent positions going forward.The insurance sector has been heavily reliant on the live voice channel,and we would expect businesses to ramp up their efforts to cut costs by promoting other channels.In line with much of the contact centre industry,market consolidation,cost-cutt

38、ing and the closure of some sites due to a hybrid work-from-home model being employed means that a decline in physical contact centres is also expected.Figure 6:Insurance agent positions and contact centre forecasts,2023-27 2023 2027 Insurance CAGR Average CAGR Agent positions 63,000 56,500-2.7%-0.6

39、%Contact centres 305 290-1.3%-0.7%15 THE USE AND EFFECT OF OMNICHANNEL When considering the insurance sector,it can be seen that email has more than doubled in importance since 2014.Letters had been a means of customer communication in many operations,but email is far more important now.Having said

40、that,telephony is by far the most important method of contacting an insurer.It should be noted that these figures do not include web self-service,and most insurers now allow customers to make changes to their accounts and make claims online.Figure 7:Contact centre inbound interactions by channel,201

41、2-2023 Insurance Sector Channel 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Telephone(live agent)84%84%85%74%69%76%75%63%67%75%79%77%Email 7%7%7%18%14%15%15%14%22%15%15%15%Telephony self-service 1%0%0%1%9%0%1%12%3%4%0%1%Web chat 0%1%1%1%1%1%3%6%3%3%4%3%Letter 5%7%6%3%4%6%5%2%1%1%0%2%

42、Social media customer service 1%0%0%1%2%2%1%2%2%1%1%0%Fax 2%1%1%1%1%0%0%0%0%0%0%0%SMS/messaging 0%0%0%1%0%0%0%1%2%1%1%1%0%10%20%30%40%50%60%70%80%90%100%201220132014201520162017201820192020202120222023Inbound interactions by type,2012-2023(Insurance Sector)SMS/messagingFaxSocial mediacustomer servic

43、eLetterWeb chatTelephone(self-service)EmailTelephone(liveagent)16 INBOUND&OUTBOUND ACTIVITY The insurance sector has been very consistent in its use of outbound activity,and the proportion of outbound work has remained around the 15-20%mark since 2010.The sector accounts for over 14,000 outbound equ

44、ivalent agent positions.Figure 8:Insurance-number and proportion of outbound agent positions,2010-23 7,800 8,500 8,500 10,200 11,235 11,550 10,800 9,308 10,404 10,030 9,640 10,328 11,780 14,250 16%17%17%20%21%21%20%17%18%17%16%17%19%18%05,00010,00015,00020,00025,00030,00035,0002010201120122013201420

45、15201620172018201920202021202220230%5%10%15%20%25%Insurance-number and proportion of outbound agent positions,2010-23Outbound agent positions%outbound agents 17 The insurance sector carries out a large number of outbound calls to existing customers in order to get policy renewals,and some also carry

46、 out cold calls.Call-backs about ongoing issues account for 1 in 5 outbound calls from insurance companies.Figure 9:Outbound call types:Insurance Sales calls to existing customers(renewals,cross-sell,etc.)58%Sales calls to potential new customers(cold calls)18%Call-backs(about an ongoing issue)20%Ca

47、ll-backs(requested by customers in telephony queue,or from website)1%Proactive customer service(e.g.notification of delivery,delays,problems,etc.)1%Debt collection1%Customer satisfaction surveys1%Outbound call types:Insurance 18 TECHNOLOGY Interaction recording is very common in insurance contact ce

48、ntres,with workforce management,MIS and IVR also used by a large majority of survey respondents.Outbound dialling is much more used by survey respondents in this sector than in the industry as a whole,but the vertical market does not seem to adopt newer technologies any more quickly than the contact

49、 centre industry as a whole.Figure 10:Insurance contact centres:use of technology,2023(vs.industry average)96%84%66%67%60%59%27%58%34%25%18%15%100%96%82%75%61%57%45%37%35%22%18%13%0%10%20%30%40%50%60%70%80%90%100%Interaction RecordingManagement Information SystemsDTMF IVRWFMEmail Management SystemsM

50、obile appOutbound DiallerWeb ChatInteraction AnalyticsAIAutomated Speech RecognitionGamificationInsurance contact centres:use of technology 2023 vs industry averageCurrent use 2023Industry average 2023 19 The greatest expectation of technology growth and expectation should not be confused with what

51、the reality is likely to be comes from AI,analytics,web chat and speech recognition(for self-service,routing and customer authentication).Interaction analytics is also expected to increase strongly,for compliance as well as business intelligence and agent support.Figure 11:Insurance contact centres:

52、use of technology,2023&2027 100%97%85%86%82%72%55%81%62%68%38%33%100%96%82%75%61%57%45%37%35%22%18%13%0%10%20%30%40%50%60%70%80%90%100%Interaction RecordingManagement Information SystemsDTMF IVRWFMEmail Management SystemsMobile appOutbound DiallerWeb ChatInteraction AnalyticsAIAutomated Speech Recog

53、nitionGamificationInsurance contact centres:use of technology 2023&2027Current use 2023Planned 2027CX investments will apply AI to enhance service accessibility,consistency and quality.Insurers plan to elevate customer and employee experiences through increased investment in CX capabilities.AI will

54、play a key role in better understanding customer issues and needs,increasing quality and accessibility of support,and enabling contact centre agents to provide better service.The#1 action insurers plan to take to resolve CX frictions is to apply AI to better understand and predict customer issues.51

55、%of insurers intend to grow their investment in expanding access to customer self-service over the next two years.Employees will be empowered to navigate complexity in customer situations.Customer service associates are most challenged by managing customer emotions and navigating complex processes.T

56、o address these issues,insurers plan to invest in new engagement capabilities,consolidating customer and product information in a single pane of glass,and providing more targeted and timely coaching.51%of insurers plan to invest in new capabilities to engage customers and to monitor and analyze staf

57、f interactions with customers.Building loyalty in insurance throughelevated customer experiences.Insurance has made strides in improving customer interactions,but more work remains to be doneand the stakes are growing higher.The industry faces an increasingly challenging competitive environment defi

58、ned by rising costs,pricing pressures,and continually rising customer expectations.In response,insurers are looking to bolster their value to customers by elevating customer experience(CX)further,ultimately helping to establish,protect,and grow relationships going forward.To achieve their goals,insu

59、rers must first address disconnected experiences,poor quality support,and long waits in the sales and claims processes that undermine loyalty today.Most are prioritising better understanding and predicting customer needs,making support more easily accessible through self-service,and empowering emplo

60、yees to navigate complex issues successfully.Insurers aim to elevate customer and employee experiences to bolster loyalty.Insurers recognize the importance of CX in driving customer loyalty and are prioritising it accordingly.In their efforts to improve CX,insurers are prioritising making experience

61、s easier for customers and equipping employees to succeed.88%of insurance CX professionals say that CX is a growing strategic priority at their organisation.The top elements of insurers CX strategies are simplifying customer experiences and enabling staff to be more effective in interactions.Disconn

62、ected interactions and low quality support undermine key experiences today.Claims,quoting,and policy purchasing experiences are being undermined by disconnected and redundant interactions,long wait times,and inaccurate or unhelpful service and support.Insurers cite reduced customer retention,referra

63、ls,and likelihood of relationship expansion as consequencesof these challenges.73%of insurance CX professionals report significant customer friction in the claims process.59%of insurance CX professionals report decreased likelihood of customer policy renewals as a result of frictions.LEARN MOREThe t

64、op challenges associates have in resolving customer issues are managing customer emotions and navigating processes.21 HUMAN RESOURCES SALARIES The salary figures below are calculated by adding together the average salary paid to new agents and to experienced agents,and dividing by two.Insurance agen

65、ts have generally been reported to be paid very close to the contact centre industry average in the majority of years studied,and although the 2022 figures showed that the sector did not increase salaries to the same extent as the wider industry,industry parity was reinstated in 2023.Figure 12:Avera

66、ge Insurance agent salaries,2010-23 15,97716,70516,22416,88516,41317,44118,37620,19619,91419,14919,77521,08922,50024,40615,94216,53417,27716,86917,17417,94418,37318,90418,93819,56320,38321,27123,52024,36705,00010,00015,00020,00025,00030,00020102011201220132014201520162017201820192020202120222023Aver

67、age Insurance agent salaries,2010-23Industry averageInsurance 22 AGENT ATTRITION Insurance survey respondents have posted some very high attrition rates since 2010,being amongst the highest in the contact centre sector apart from outsourcing.In most years,the sector has reported noticeably higher at

68、trition than the contact industry as a whole.Figure 13:Average Insurance annual agent attrition rates,2010-23 21%33%25%18%18%28%36%26%24%20%20%38%31%27%16%21%20%17%19%22%21%21%20%21%20%23%24%23%0%5%10%15%20%25%30%35%40%20102011201220132014201520162017201820192020202120222023Average Insurance annual

69、agent attrition rates,2010-23InsuranceIndustry average 23 AGENT ABSENCE For most of the years studied,insurance agent absence rates have been above the contact centre industry average.In pandemic times,absence rates were higher than the UK contact centre sector as a whole,but figures from 2022 onwar

70、ds suggests that this is no longer the case.Figure 14:Average Insurance agent absence rates,2010-23 5.5%5.3%6.6%6.5%6.2%5.3%7.0%10.3%8.3%5.0%6.2%9.4%4.6%5.5%5.3%5.2%6.5%5.5%5.8%6.4%6.7%6.9%6.6%6.0%5.7%7.6%5.8%6.2%0.0%2.0%4.0%6.0%8.0%10.0%12.0%20102011201220132014201520162017201820192020202120222023A

71、verage Insurance agent absence rates,2010-23InsuranceIndustry average 24 OPERATIONAL BENCHMARKING CALL DURATION Average insurance call lengths have usually been considerably higher than the UK average,perhaps suggesting that the types of call being handled are complex due to the nature of the intera

72、ctions,especially in claims.AI-enabled agent assistance could assist with this,both within the call and also creating call summaries.Figure 15:Insurance contact centres:call duration,2010-23 268 265 357 448 413 411 446 432 417 458 452 426 490 439 263 310 285 315 317 321 343 321 329 364 382 406 444 4

73、32 010020030040050060020102011201220132014201520162017201820192020202120222023SecondsInsurance contact centres:call duration,2010-23InsuranceAverage 25 SPEED TO ANSWER Speed to answer is still one of the most important factors to customers calling a contact centre,so a quick answer is beneficial to

74、the customer experience as a whole.Insurance contact centres have generally achieved an average speed to answer lower than the UK contact centre industrys average,with the exception of a very high mean figure in 2019.Although recent years have seen the speed to answer increase,it is still lower than

75、 the UK average(although it is still more than three times higher than in 2010).Figure 16:Insurance contact centres:average speed to answer,2010-23 18 23 24 26 27 36 56 25 44 141 33 54 102 55 26 27 27 28 36 35 35 34 41 50 82 106 120 116 020406080100120140160201020112012201320142015201620172018201920

76、20202120222023SecondsInsurance contact centres:average speed to answer,2010-23InsuranceAverage 26 TALK TIME The proportion of time spent in the insurance sector actually talking to customers has been higher than the industry average since 2011,suggesting that the telephone is still very much the key

77、 channel for customer communication in this sector.Figure 17:Insurance contact centres:talk time,2010-23 56%49%60%56%55%59%55%54%56%57%54%55%57%55%57%54%52%53%53%55%54%54%53%53%53%52%50%52%0%10%20%30%40%50%60%70%20102011201220132014201520162017201820192020202120222023Insurance contact centres:talk t

78、ime,2010-23InsuranceAverage 27 CUSTOMER EXPERIENCE This section of the report looks at what customers actually do when they have negative customer experiences.Organisations need to be aware that the impact of long queue times,poor audio quality,a failure to solve an issue first time or have alternat

79、e channels available is more than just customers feeling disappointed:the following research shows that many actively seek out new companies with which to do business.The question was asked of customers how they generally rated the customer service they received from seven types of organisation.Insu

80、rance providers received positive responses from 50%of customers.Figure 18:How would you rate the general level of customer service that you receive from these types of company?Looking further into the data by age group showed that there was no correlation between age groups and opinion of the gener

81、al level of customer service received by insurance customers.18%8%11%8%9%8%8%48%43%39%38%35%35%33%28%41%39%38%39%42%40%4%6%8%9%11%10%12%3%2%3%5%5%5%7%0%10%20%30%40%50%60%70%80%90%100%Bank/credit cardproviderRetailInsuranceTelcoInternet/TVTransport&TravelUtilities companyHow would you rate the genera

82、l level of customer service that you receive from these types of company?ExcellentGoodAverageBelow AveragePoor 28 Having looked at what customers think about the customer service they receive in general,do they actually then do anything about it?Customers were asked if,in the past 12 months,they had

83、 left any of the seven types of company listed or had used a competitor instead because of poor customer experience.A significant proportion of respondents stated that they had in fact done so,with around 1 in 6 of customers either leaving their insurance provider,or not choosing them in the first p

84、lace because of poor CX.While these figures are alarmingly high,it should be noted that a“poor customer experience”can be construed in many different ways.While the examples given in the survey question included long phone queues;not being able to answer a question;being passed around numerous emplo

85、yees;and experiencing rudeness from staff,it deliberately did not state that those were the only examples of a poor customer experience.For many customers,especially younger ones,their customer experience is in large part driven by their interactions with the website,app or digital support channels.

86、Additionally,customer experience does not begin and end with an interaction:if a company fails to deliver an item on-time or to the required quality,invoices a customer incorrectly or miscommunicates with them,these are all considered by the customer as part of their overall experience.Readers shoul

87、d also consider that many decisions are made before individuals become actual customers:a slow-loading website;not being able to get through to the contact centre to ask a pre-sales question;a lack of information about a time-sensitive buying factor all these and more will feed into the customer(or

88、prospect)experience,and are also included in these figures.There is always going to be some subjectivity in what constitutes poor customer experience it is after all,an entirely personal concept but the survey gives some idea of the impact that falling below customers expectations can have on busine

89、sses.29 Looking at this data at an age range level provides insight into which cohorts are switching providers,or deciding which companies to use(or not)in the first place.Figure 19:In the past year,have you left any of these types of company,or decided not to use them because of poor customer exper

90、ience?(by age range)22%19%19%17%16%13%12%14%6%6%9%9%4%5%10%11%12%10%8%6%5%19%11%10%13%12%8%7%24%17%16%14%14%14%12%31%36%33%32%25%22%20%40%42%45%31%34%34%31%0%10%20%30%40%50%RetailInternet/TVTelcoUtilities companyInsuranceBank/credit card providerTransport&TravelIn the past year,have you left any of

91、these types of company,or decided not to use them because of poor customer experience?(by age range)16-2425-3435-4445-5455-6465+Average 30 The pattern is very obvious even when taking into account the increased margin of error that working with smaller datasets at an age-group level creates the youn

92、ger the customer or prospect,the more likely they are to have reported changing supplier or using a competitor because of poor customer experience.34%of the youngest cohort of insurance customers report moving providers or more likely,not choosing them in the first place compared to only 9%of over-6

93、5 year-olds.Again,without asking each individual survey respondent about their personal experience,there is no way of finding out exactly why there is such a difference between age groups,but some suggestions can be made:The propensity to switch supplier gets less as customers become older.Switching

94、 becomes extremely unlikely in the most senior reaches of oldest age group(80+years-old),and for vulnerable people(many of whom are in the 65+age group),with government findings backing this up in the utilities sector.1 Of course,switching is not always down to poor customer experience,with cost bei

95、ng a more important factor in the energy sector,but the willingness to look for other suppliers could be age-related to some extent Those customers who have changed suppliers in the past are more likely to change suppliers in the future2:brand loyalty amongst Generation Z is much lower than for othe

96、r age groups3 and the effect on this cohort of digital customer experience is higher4,meaning that businesses need to see their website as being the primary source of customer experience for younger customers However,the focus and preference of younger customers for digital channels(including self-s

97、ervice)means that there is less opportunity for an exceptional personalised customer experience to take place for example,in the telephony channel or in a shop which could develop long-term customer loyalty Older people who have been customers in the times before the Internet when switching companie

98、s was not simple or cheap may be influenced by the familiarity effect of brands that they have been with for a long time,and be less influenced to switch suppliers by poor customer experiences:they see themselves as a“Brand-X”customer regardless,and this can even become part of their self-identity.T

99、his could go some way to explaining why older customers are more likely to rate their customer service experiences lower than younger cohorts,yet are far less likely to have done anything about it.1 https:/www.gov.uk/government/publications/consumer-vulnerability-challenges-and-potential-solutions/c

100、onsumer-vulnerability-challenges-and-potential-solutions 2 https:/www.eprg.group.cam.ac.uk/wp-content/uploads/2015/09/1515-PDF.pdf 3 https:/cxm.co.uk/disloyal-brands-failing-to-attract-younger-customers-to-loyalty-schemes/4 https:/martech.org/51-of-consumers-would-leave-a-brand-if-digital-experience

101、-isnt-as-good-as-in-person/#:text=Younger%20consumers%20are%20less%20loyal,according%20to%20the%20PwC%20findings.31 ABOUT CONTACTBABEL ContactBabel is the contact centre industry expert.If you have a question about how the industry works,or where its heading,the chances are we have the answer.We hel

102、p US and UK contact centres compare themselves to their closest competitors so they can understand what they are doing well,what needs to improve and how they can do this.The coverage provided by our massive and ongoing primary research projects is matched by our experience analysing the contact cen

103、tre industry.We understand how technology,people and process best fit together,and how they will work collectively in the future.Email: Website: Telephone:+44(0)1434 682244 Free research reports available from (UK and US versions)include:The Inner Circle Guide to Agent Engagement&Empowerment The Inn

104、er Circle Guide to AI-Enabled Agent Assistance The Inner Circle Guide to Chatbots,Voicebots&Conversational AI The Inner Circle Guide to Cloud-based Contact Centre Solutions The Inner Circle Guide to Customer Engagement&Personalisation The Inner Circle Guide to Customer Interaction Analytics The Inne

105、r Circle Guide to First-Contact Resolution The Inner Circle Guide to Fraud Reduction&PCI Compliance The Inner Circle Guide to Next-Generation Customer Contact The Inner Circle Guide to Omnichannel The Inner Circle Guide to Omnichannel Workforce Optimisation The Inner Circle Guide to Outbound&Call Bl

106、ending The Inner Circle Guide to Remote&Hybrid Working Contact Centre Solutions The Inner Circle Guide to Self-Service The Inner Circle Guide to the Voice of the Customer The Australia&New Zealand Contact Centre Decision-Makers Guide The UK Contact Centre Decision-Makers Guide The US Contact Center

107、Decision-Makers Guide The UK Customer Experience Decision-Makers Guide The US Customer Experience Decision-Makers Guide Exceeding UK Customer Expectations Exceeding US Customer Expectations UK Contact Centre Verticals:Communications;Finance;Insurance;Outsourcing;Retail&Distribution;Utilities US Contact Center Verticals:Finance;Insurance;Outsourcing;Public Sector,Retail&Distribution.