《Talkdesk：2024美國金融行業呼叫中心發展概況報告（英文版）（32頁）.pdf》由會員分享，可在線閱讀，更多相關《Talkdesk：2024美國金融行業呼叫中心發展概況報告（英文版）（32頁）.pdf（32頁珍藏版）》請在三個皮匠報告上搜索。

1、US Contact Center Verticals:FinanceSponsored By 2 US Contact Center Vertical Markets:Finance 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 re

2、port,links to external websites or other third-party content.LEARN MOREDeliver a seamless client experience.Talkdesk helps banks elevate CX through connected,intelligent,and secure interactions on their clients channel of choice.FINANCIAL SERVICES&INSURANCE|BANKING 4 CONTENTS Contents.4 List of Tabl

3、es.5 US Finance Contact Centers:Executive Summary&Outlook.7 Introduction.9 Market Sizing.10 Structure.10 Growth.15 The Use and Effect of Omnichannel.16 Inbound&Outbound Activity.17 Technology.19 Human Resources.22 Salaries.22 Agent Attrition.23 Agent Absence.24 Operational Benchmarking.25 Talk Time.

4、25 Call Duration.26 Speed to Answer.27 Customer Experience.28 About ContactBabel.32 5 LIST OF TABLES Figure 1:Finance contact centers and agent positions,2016-2023.10 Figure 2:Average Finance contact center size,2016-2023.11 Figure 3:Finance contact centers by size,2017-23.12 Figure 4:Finance agent

5、positions by size,2017-23.13 Figure 5:Finance contact center jobs by size,2017-23.14 Figure 6:Finance agent positions and contact center forecasts,2023-27.15 Figure 7:Contact center inbound interactions by channel,2016-2023-Finance.16 Figure 8:Finance-number and proportion of outbound agent position

6、s,2017-23.17 Figure 9:Outbound call types:Finance.18 Figure 10:Finance contact centers:use of technology,2023 vs industry average.19 Figure 11:Finance contact centers:use of technology,2023&2027.20 Figure 12:Average Finance agent salaries,2012-23.22 Figure 13:Average Finance annual agent attrition r

7、ates,2012-23.23 Figure 14:Average Finance agent absence rates,2012-23.24 Figure 15:Finance contact centers:talk time,2012-23.25 Figure 16:Finance contact centers:call duration,2012-23.26 Figure 17:Finance contact centers:average speed to answer,2012-23.27 Figure 18:How would you rate the general lev

8、el of customer service that you receive from these types of company?.28 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 experience?(by age range).30 Talkdesk is a global AI-powered cloud contact center leader for enterprises

9、of all sizes.Talkdesk CX Cloud and Industry Experience Clouds help enterprises deliver modern customer service their way.Our trusted,flexible,and innovative contact center platform leverages AI and automation to drive exceptional outcomes for their customers and improve the bottom line.Serving enter

10、prise 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 investment in the highest levels of security and reliability for our products make us second to none in the

11、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 business outcomes.We offer a business phone system natively built on a leading cloud contact center plat

12、form,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,IBM,WaFD Bank,Wealthify,Capitalise,Flagstone,Equals Money,Root Insurance,Zego,Apple Federal Credit

13、 Union,BankUnited,Patagonia,Quadient,Motorola Solutions and Canon.Learn more and request a demo at .7 US FINANCE CONTACT CENTERS:EXECUTIVE SUMMARY&OUTLOOK The decline in financial services contact center jobs after the economic downturn of the late 00s turned itself around,with increasing levels of

14、investment in these sectors.However,more generally,consolidation and cost-cutting across the industry has seen the number of contact center operations decline,and agent position numbers have declined very gradually since 2016 as more customers choose digital banking services over telephony.Since 201

15、1,there have been significant new entrants to the financial services market:often smaller,more specialized operations,rather than major brand names,which have opened smaller contact centers.The impact on the contact center sector has been more than matched by the consolidation of multiple operations

16、 into fewer,larger contact centers.With the steady uptake of digital banking services,the number of overall contact center jobs in the sector looks to have peaked some years ago.Due to the nature of many financial services interactions requiring privacy,compliance and confidentiality,this sector has

17、 been slower than average to move large volumes of interactions to digital channels such as email and web chat.Telephony self-service levels continue to be a very significant part of the customer contact mix.Recent years have seen a little movement away from telephony to digital channels(particularl

18、y web chat),as technology solutions have become more sophisticated and customers more comfortable with their use,but the finance sector is still heavily voice-oriented.Outbound telephony had been an important part of the financial services industry,accounting for around 20%of all interactions in 201

19、6,but this dropped to only 6%with the majority of outbound interactions being sales calls to existing customers and call-backs.While financial services has been relatively slow to embrace digital communication over voice,this has started to change and there are opportunities for solutions such as we

20、b chat to be implemented in the near future,although voice self-service is still much higher,suggesting that voicebots could be very popular.There is considerable expectation amongst financial services contact centers that speech analytics and AI will be implemented in the near future,and there is a

21、lso considerable interest in using speech recognition as part of a voice identification solution.In recent years,financial services agents have been likely to earn a little less than the industry average,with most recent figures showing that finance agents earn around$2,000 per year less than a typi

22、cal US contact center agent,and the gap in 2023 being considerably wider.In line with the contact center industry as a whole,finance has seen average call duration increase since 2012,however the recent rise in call duration seen elsewhere has not been matched in the finance sector.Average speed to

23、answer has been considerably higher than the industry average for the past nine years.8 Looking to the future,while the demand for financial services products is increasing,businesses will look to implement consolidation and cost-cutting exercises in order to maintain profitability in a hyper-compet

24、itive industry and increasing levels of self-service,automation and digital communication will mean a decline in headcount and operations.Recent rises in self-service,mobile banking,online financial product quotes,comparison sites and online banking mean that the typical call dealt with by the finan

25、ce sector will become more complicated and require greater skills from the agent,who will also be encouraged to cross-sell and upsell within the call,supported by AI-enabled agent desktops.Recent announcements by banks show some interest in video agents too,especially for high net-worth customers.It

26、 is also likely that voice biometrics and other customer identity verification techniques will make their way into the mainstream,which will have an impact upon reducing call lengths and therefore require fewer agents to handle the same number of calls.For the financial services industry,average cal

27、l duration is consistently below the industry average,suggesting that there are a high proportion of calls which are of short duration and which could in theory be handled by self-service rather than with a live agent,which places longer-term pressure on agent numbers.However,there is little danger

28、as things stand that the financial services contact center industry will experience a significant decline in overall agent numbers in the short-to-mid term as contact centers are still a far more cost-effective way of provide services than the local branch network model.The sensitive and confidentia

29、l nature of many financial services interactions will mean that customers will still have a strong demand for the voice channel,and it is likely that the salaries of contact center agents within the financial services industry will increase both absolutely and relatively as the complexity and expert

30、ise required to handle the average finance voice interaction will continue to rise.Generally,there are increasing levels of technological investment being seen in this sector,and the complex nature of some of the work may be less suited to online self-service,with a large proportion of financial ser

31、vices customers wanting to speak with banks for reassurance and compliance,and who are used to voice self-service.There is a need for personalized communication within this sector,which can include cross-selling and upselling on inbound service calls(a subset of call which will witness longer call l

32、engths as a result),with finance organizations that implement this model seeing significant revenue accruing from this.9 INTRODUCTION“US Contact Center Verticals:Finance”looks at the structure,growth,technology,HR and commercial issues found in contact centers within the US financial services sector

33、,which includes banks,credit card companies,loan companies,stockbrokers,financial services advisors and debt collection agencies.Please note that it does not include any data or analysis from offshore contact center operations.It contains data from multiple large-scale surveys of hundreds of US cont

34、act centers,and is the definitive study of this vertical markets customer contact operations.The“US Contact Center Verticals”series of reports are free of charge to readers.Research and analysis costs are borne by sponsors contact center and customer experience solution providers whose advertisement

35、s,case studies and 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.To comply with the usual protoco

36、l of market analysis,years are reported as year-end(i.e.the 2023 figures refer to the end of 2023)unless stated otherwise.10 MARKET SIZING STRUCTURE Alongside the uptake of digital banking services,consolidation and cost-cutting across the industry has seen the number of contact center operations de

37、cline,although primary research with those that remain has reported increases in headcount,resulting overall in a gentle decrease in agent positions between 2016 and 2021,with a steadying in recent years.Figure 1:Finance contact centers and agent positions,2016-2023 3,900 3,850 3,800 3,750 3,675 3,5

38、50 3,450 3,400 515,000 520,000 515,000 522,500 495,000 487,500 492,500 497,500 0100,000200,000300,000400,000500,000600,00005001,0001,5002,0002,5003,0003,5004,0004,5005,00020162017201820192020202120222023Agent positionsContact centersFinance contact centers and agent positions,2016-2023 Contact cente

39、rs Agent positions 11 Financial services contact centers tend to be almost 50%larger than the US average,and have remained fairly steady at around 130-150 agent positions.Figure 2:Average Finance contact center size,2016-2023 132 142 140 146 136 144 150 146 85 88 90 92 95 97 100 101 0204060801001201

40、4016020162017201820192020202120222023Agent positionsAverage Finance contact center size,2016-2023FinanceAverage 12 The finance sector has always been a major player in the US contact center industry,both as a result of the number of operations within the sector as well as the relatively large averag

41、e size of typical finance contact centers.Contact centers of over 250 seats are relatively rare in the industry as whole,so it can be seen that the finance sector still accounts for a significant proportion of these operations.As time has passed,the number of finance contact centers has declined in

42、all size bands.Since 2011,there have been significant new entrants to the financial services market:often smaller,more specialized operations,rather than major brand names,which have opened smaller contact centers,but this is more than matched by the consolidation of multiple operations into fewer,l

43、arger contact centers.Figure 3:Finance contact centers by size,2017-23 2,075 2,025 2,020 2,000 1,950 1,900 1,875 550 550 535 518 500 485 478 625 630 620 580 550 525 525 600 595 575 577 550 560 522 05001,0001,5002,0002,5003,0003,5004,0004,5002017201820192020202120222023Finance contact centers,by size

44、(2017-23)250+APs101-250 APs50-100 APs50 APs 13 The importance of the financial services sector to the US contact center industry can be seen in the chart below,which shows the number of agent positions in each size band.The finance sector accounts for around 20%of all agent positions in the 250+seat

45、 category,and are often amongst the largest contact centers in the country.Major banks may have multiple 500+or 1,000+seat individual contact centers,and credit card companies also have a very significant headcount.Figure 4:Finance agent positions by size,2017-23 45,000 44,000 47,000 33,750 32,750 3

46、3,500 34,500 35,000 33,000 34,000 38,750 41,250 41,250 40,000 100,000 98,000 99,000 92,500 87,500 87,500 88,500 340,000 340,000 342,500 330,000 326,000 330,250 334,500 0100,000200,000300,000400,000500,000600,0002017201820192020202120222023Finance agent positions by size,2017-23250+APs101-250 APs50-1

47、00 APs50 APs 14 There was major growth in jobs associated with financial services contact centers in the early-to-mid 2010s,after a drop in 2008 and 2009.With the steady uptake of digital banking,the number of overall contact center jobs in the sector seems to have peaked and is around 85,000 lower

48、than in 2017.Figure 5:Finance contact center jobs by size,2017-23 806,000 793,100 794,200 742,500 706,875 714,125 721,375 0100,000200,000300,000400,000500,000600,000700,000800,000900,0002017201820192020202120222023Finance contact center jobs,2017-23 15 GROWTH Further consolidation and the closure of

49、 central operations to support a remote working model is likely to reduce the number of contact centers.Agent positions are also forecast to decline slightly,driven by the move to digital service and the continuing popularity of voice self-service in this sector.However,it is noticeable that the liv

50、e voice channel is holding up at 60%,so businesses will have to accept that many customers will continue to want this human interaction going forward.Figure 6:Finance agent positions and contact center forecasts,2023-27 2023 2027 Finance CAGR Average CAGR Agent positions 497,500 480,000-0.9%-0.2%Con

51、tact centers 3,400 3,250-1.1%-0.6%16 THE USE AND EFFECT OF OMNICHANNEL The finance industry is weighted towards telephony contact.Going against the prevailing industry norm,there seems to be a movement towards live telephony and it is worth noting that voice self-service figures for this sector are

52、far above the norm.Digital channels are currently underserved.(NB a data point of 0%does not indicate that there are no interactions at all in this channel,only that survey responses come to less than 0.5%for that channel).Figure 7:Contact center inbound interactions by channel,2016-2023-Finance Cha

53、nnel 2016 2017 2018 2019 2020 2021 2022 2023 Telephone(live)54%54%60%57%63%60%60%62%Telephone(self-service)31%33%24%26%24%23%29%25%Email 9%7%11%12%7%7%3%4%Web chat 3%2%3%3%4%7%5%6%SMS/messaging 0%0%0%0%0%0%1%1%Letter 1%1%1%1%0%1%1%2%Fax 1%0%0%1%1%1%0%0%Social media 1%2%1%1%0%1%1%0%0%10%20%30%40%50%6

54、0%70%80%90%100%20162017201820192020202120222023Inbound channels,2016-23,Finance sectorSocial mediaFaxLetterSMS/messagingWeb chatEmailTelephone(self-service)Telephone(live)17 INBOUND&OUTBOUND ACTIVITY Financial services outbound activity has dropped considerably since 2017,being equivalent today to a

55、round 30,000 agent positions.In line with much of the US contact center industry,there seems to be a significant decline in the amount of outbound activity being carried out.Figure 8:Finance-number and proportion of outbound agent positions,2017-23 19%13%10%6%9%8%6%96,252 66,950 52,250 29,700 43,875

56、 39,400 29,850 020,00040,00060,00080,000100,000120,0000%5%10%15%20%25%30%35%40%2017201820192020202120222023Finance-number and proportion of outbound agent positions,2017-23%outbound agentsOutbound agent positions 18 Since 2010,there has been a definite movement away from sales-focused calls,towards

57、call-backs about an existing issue rather than from a telephony or website callback request.Any sales calls are directly mainly at existing customers for renewals or cross-selling opportunities.Figure 9:Outbound call types:Finance Call-backs(about an ongoing issue)37%Call-backs(requested by customer

58、s in telephony queue,or from website)3%Proactive customer service(e.g.notification of delivery,delays,problems,etc)13%Sales calls to existing customers(renewals,cross-sell,etc.)47%Outbound call types:Finance 19 TECHNOLOGY As expected in a heavily regulated industry,interaction recording is used by t

59、he majority of the financial services survey respondents,with workforce management,DTMF IVR and mobile customer service apps also more popular than across the contact center industry as a whole.Web chat is used by many businesses although volumes are relatively low in many cases.The sector lags behi

60、nd for solutions such as gamification,speech recognition and outbound dialing.Figure 10:Finance contact centers:use of technology,2023 vs industry average 89%52%61%69%63%56%68%21%37%38%23%16%94%92%92%90%83%66%65%41%31%29%19%15%0%20%40%60%80%100%Interaction RecordingMobile appWFMDTMF IVRWeb ChatEmail

61、 Management SystemsManagement Information SystemsAIOutbound DialerInteraction AnalyticsAutomated Speech RecognitionGamificationFinance contact centers:use of technology,2023 vs industry averageCurrent useIndustry average 2023 20 The greatest expectation of technology growth and expectation should no

62、t be confused with what the reality is likely to be comes from AI,interaction analytics and speech recognition(for both self-service and customer authentication),suggesting an increase in digital support over the next few years.Figure 11:Finance contact centers:use of technology,2023&2027 98%95%94%9

63、3%90%80%79%64%37%65%42%24%94%92%92%90%83%66%65%41%31%29%19%15%0%20%40%60%80%100%Interaction RecordingMobile appWFMDTMF IVRWeb ChatEmail Management SystemsManagement Information SystemsAIOutbound DialerInteraction AnalyticsAutomated Speech RecognitionGamificationFinance contact centers:use of technol

64、ogy,2023&2027Current usePlanned 2027of data to gain valuable insights into customer preferences,identify trends,and develop tailored solutions that meet their customers needs.High-quality data enables banks to mitigate risk and ensure clients are getting accurate information to make proactive financ

65、ial decisions.Poor data can drive bad customer experiences,such as promoting wealth management products that dont match customer needs or risk tolerances.Accurate data is also vital to meet regulatory scrutiny and avoid any potential fees or penalties.4.Finding and retaining technical and IT staff.T

66、he banking sector is undergoing an unprecedented digital transformation,demanding skilled IT professionals in short supply.A versatile IT department is essential for a successful digital strategy,ensuring competitiveness,security,and readiness for the technological revolution.Recruiting and retainin

67、g technical staff is a challenge for 33.5%of respondents.Banks require professionals adept at navigating the complex tech landscape,offering growth opportunities and involvement in cutting-edge projects shaping the future of banking.No code and low code platforms have transformed IT,allowing more wi

68、th fewer resources.These tools act as force multipliers,streamlining processes,reducing time on routine tasks,and enabling tech professionals to focus on high-level initiatives,accelerating innovation and business growth.No code and low code platforms also empower less experienced professionals to a

69、ddress complex problems traditionally requiring extensive expertise.5.Finding the right technology solutions.Banks must adopt technology for streamlined processes,enhanced customer experiences,and innovation.However,30.5%of respondents face challenges.Ideal tech solutions for digital transformation

70、should prioritize scalability,security,and integration capabilities.Scalability ensures handling growing transactions and users.Security safeguards sensitive data,while integration enables seamless connectivity with existing systems.Financial institutions should opt for user-friendly,flexible soluti

71、ons,like a single-pane workspace for quick employee adaptation.Flexibility allows customization based on specific needs.Choosing vendors with a proven banking track record and purpose-built solutions ensures immediate value and alignment with industry requirements.More than one-third(34.5%)of custom

72、er experience(CX)professionals at banks and credit unions say their organization is struggling with key digital transformation initiatives such as migrating CX technology systems to the cloud.This is one of the key findings of the Talkdesk 2024 CX in Banking Survey:An Industry Benchmark,which asked

73、200 CX professionals from banks and credit unions about the progress of their organizations toward delivering more personalized experiences with the help of AI.1.Consolidating and using customer data.One of the primary goals of digital transformation in banking is leveraging customer data and advanc

74、ed analytics for valuable insights and personalized experiences.However,62.5%of respondents identify challenges in consolidating and using customer data as a major barrier to digital transformation.Integrated customer data provides banks with a comprehensive source of customer financial behavior,pre

75、ferences,and needs,facilitating the analysis and enhancement of customer experiences.This allows for personalized offerings and tailored solutions,fostering stronger relationships.For instance,analyzing transaction patterns enables banks to offer personalized budgeting or investment recommendations.

76、A comprehensive view of customer data also improves risk management processes.Analyzing historical transactional data helps identify patterns or anomalies,allowing prompt detection of potential fraud or suspicious activities.This proactive strategy protects both customers and institutions from secur

77、ity threats and privacy breaches.2.Integrating new technology with existing capabilities.The second major hurdle to digital transformation in banking,identified by 51.5%of survey respondents,is integrating new technology with existing capabilities.Banks often struggle to adapt and incorporate rapid

78、technological advancements,like AI,into their systems.Challenges in implementing AI solutions are consistent across large and small organizations,with about two-thirds citing resistance to change(69%and 63%,respectively)and a lack of available talent for maintenance(64%and 61%,respectively)as the to

79、p obstacles.Overcoming these challenges is crucial for competitiveness.For example,services like mobile banking apps,online account opening,and personalized financial advice through self-service AI-powered chatbots offer convenient access to banking resources.Moreover,integrating new technology enab

80、les banks to automate manual processes,enhancing operational efficiency,cutting costs,and driving revenue growth.3.Collecting quality data.Access to accurate and reliable information is crucial to any business,even more so to the banking industry,with 50%of respondents finding it a challenge.To stay

81、 competitive,banks need to leverage technology and analytics tools that can collect,analyze,and interpret vast amounts LEARN MORE5 key barriers to digital transformation in banking.22 HUMAN RESOURCES SALARIES The salary figures below are calculated by adding together the average salary paid to new a

82、gents and to experienced agents,and dividing by two.In the past 10 years,finance agents have been paid more than the industry average only twice,with the current gap between the average finance salary and the average annual industry salary around$4,000.Due to the easier customer requests being handl

83、ed by self-service,calls generally are getting longer and more complex,meaning that agents require greater skills and knowledge(supported by technology),which will place upward pressure on salaries in the future.Figure 12:Average Finance agent salaries,2012-23$28,440$26,728$31,608$31,768$31,651$32,3

84、46$31,289$33,872$32,306$34,696$38,072$38,139$29,179$31,234$31,160$33,725$31,986$30,874$32,688$34,439$34,644$36,800$43,151$42,216$0$5,000$10,000$15,000$20,000$25,000$30,000$35,000$40,000$45,000$50,000201220132014201520162017201820192020202120222023Average Finance agent salaries,2012-23AverageFinance

85、23 AGENT ATTRITION Financial services agent attrition rates show a recent pattern of increased attrition rates in recent years,being higher than the industry average since 2021,perhaps as the sectors salaries fall further behind.Figure 13:Average Finance annual agent attrition rates,2012-23 19%30%24

86、%32%21%25%34%29%28%33%37%37%27%27%27%29%29%30%31%33%30%32%33%31%0%5%10%15%20%25%30%35%40%201220132014201520162017201820192020202120222023Average Finance annual agent attrition rates,2012-23FinanceAverage 24 AGENT ABSENCE For most of the past six years,financial services agent absence rates have been

87、 very close to the industry average,i.e.around 8-9%.In line with the rise what has been seen in other businesses during the pandemic,the finance sector reported absence rates in excess of 10%in 2020 and 2021.Although this fell to only 4%in 2022,it has increased again in 2023.Figure 14:Average Financ

88、e agent absence rates,2012-23 5.6%13.0%10.2%10.8%9.0%9.2%8.5%7.7%10.9%10.3%4.0%11.4%6.4%7.9%10.4%8.9%9.0%9.1%8.5%8.5%9.6%10.6%7.0%9.4%0.0%2.0%4.0%6.0%8.0%10.0%12.0%14.0%201220132014201520162017201820192020202120222023Average Finance agent absence rates,2012-23FinanceAverage 25 OPERATIONAL BENCHMARKI

89、NG TALK TIME The proportion of agent time spent talking to customers has remained fairly steady at an industry-wide level between 2014 and 2020,staying close to 60%,although it has dropped recently.As a voice-centric channel,finance contact centers talk times are generally higher than the industry a

90、verage,although they are tracking downward in line with the industry average as more digital interactions take place.Figure 15:Finance contact centers:talk time,2012-23 63%54%62%62%64%66%65%64%65%61%57%58%59%56%59%60%58%60%59%59%59%57%54%53%0%10%20%30%40%50%60%70%201220132014201520162017201820192020

91、202120222023%talk time per hourFinance contact centers:talk time,2012-23FinanceAverage 26 CALL DURATION The length of financial services calls across the industry has been fairly steady since 2015,although the overall trend is perhaps slightly upward and there has been a jump this year.The greater u

92、se of self-service to handle simple queries or interactions leaving live voice calls for more complex issues will tend to increase call lengths,but the finance sector has not yet seen the dramatic rise in call durations experienced in some other sectors.For the financial services industry,average ca

93、ll duration is consistently below the industry average,suggesting that there are a high proportion of calls which are of short duration and which could in theory be handled by self-service(whether voice or digital)rather than with a live agent.It may also be the case that a significant proportion of

94、 customers calling about financial issues prefer the certainty and security of actually speaking with an agent about a topic which may be very important to them.Figure 16:Finance contact centers:call duration,2012-23 278 333 217 287 315 347 318 308 319 341 340 416 314 369 386 387 396 422 368 384 420

95、 460 438 449 050100150200250300350400450500201220132014201520162017201820192020202120222023SecondsFinance contact centers:call duration,2012-23FinanceAverage 27 SPEED TO ANSWER The average speed to answer in finance operations rose from 22 seconds in 2013 to 227 seconds in 2022,a rate of increase th

96、at is much higher than the industry average.It remains high in 2023.Financial services contact centers can generally be seen to have a considerably higher average speed to answer than the US contact center industry as a whole,being higher than the overall average for all of the past nine years,and s

97、eeing major increases in the years of the pandemic.Speed to answer is still one of the most important factors to customers calling a contact center,so this is negative for the customer experience as a whole.Figure 17:Finance contact centers:average speed to answer,2012-23 35 22 42 74 65 77 75 94 145

98、 218 227 18431 34 43 46 54 50 67 61 75 101 70 79050100150200250201220132014201520162017201820192020202120222023secondsFinance contact centers:average speed to answer(2012-23)FinanceAverage 28 CUSTOMER EXPERIENCE This section of the report looks at what customers actually do when they have negative c

99、ustomer experiences.Organizations need to be aware that the impact of long queue times,poor audio quality,a failure to solve an issue first time or have alternate channels available is more than just customers feeling disappointed:the following research shows that many actively seek out new companie

100、s with which to do business.The question was asked of customers how they generally rated the customer service they received from seven types of organization.Banks/credit card providers received positive responses from 64%of customers,the highest of any sector.Figure 18:How would you rate the general

101、 level of customer service that you receive from these types of company?54%of under-35s were positive about banks(i.e.rated service as excellent or good),compared to 68%of those over 65.Those with annual household incomes of over$100k rated banks positively 64%of the time,compared to only 56%of$50k

102、households.21%20%18%15%14%13%11%11%43%38%36%37%39%32%32%36%28%32%32%35%34%35%38%41%5%6%10%8%9%12%14%9%3%3%4%5%3%8%5%3%0%10%20%30%40%50%60%70%80%90%100%Bank/creditcardHealthcareInsuranceTelephone(fixed line/mobile)UtilitiesInternet/TVAirlineRetailerHow would you rate the general level of customer ser

103、vice that you receive from these types of company?PoorBelow averageAverageGoodExcellent 29 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 left any of the seven

104、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 20%of customers either leaving a specific bank/credit card providers,or not choosing them in the first place because of poor

105、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 employees;and experiencing

106、 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.Additionally,customer

107、 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 should also consider that

108、many decisions are made before individuals become actual customers:a slow-loading website;not being able to get through to the contact center 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 prospect)experience,a

109、nd 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 businesses.30 Looking at th

110、is 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 experience?(by age range)2

111、9%23%20%20%18%17%16%13%18%12%12%10%7%11%11%4%26%17%13%14%13%14%15%10%34%20%16%20%20%18%13%10%40%31%24%31%27%26%17%20%30%30%29%25%23%18%20%17%0%5%10%15%20%25%30%35%40%45%RetailerInternet/TVTelephone(fixed line/mobile)Bank/credit cardHealthcareInsuranceAirlineUtilitiesIn the past year,have you left an

112、y of these types of company,or decided not to use them because of poor customer experience?(by age range)18-3435-4445-5455-6465+Average 31 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 younger

113、age groups are much more likely to have report recently changing supplier or using a competitor because of poor customer experience.30%of the 18-44 year-old bank customers report moving providers or more likely,not choosing them in the first place compared to only 10%of over-65 year-olds.Again,witho

114、ut 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 becomes much more unli

115、kely 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),which has been found elsewhere in the utilities sector.Of course,switching is not always down to poor customer experience,with cost being a more important factor in the e

116、nergy 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 future1:brand loyalty amongst Generation Z is much lower than for other age groups2 and the effect on thi

117、s cohort of digital customer experience is higher3,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-service)means that there is less opp

118、ortunity for an exceptional personalized 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 companies was not simple or cheap may be in

119、fluenced 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.This could go some way to explaining

120、 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.eprg.group.cam.ac.uk/wp-content/uploads/2015/09/1515-PDF.pdf 2 https:/cxm.co.uk/disloyal-brands-failing-to-attract-younger-cu

121、stomers-to-loyalty-schemes/3 https:/martech.org/51-of-consumers-would-leave-a-brand-if-digital-experience-isnt-as-good-as-in-person/#:text=Younger%20consumers%20are%20less%20loyal,according%20to%20the%20PwC%20findings.32 ABOUT CONTACTBABEL ContactBabel is the contact center industry expert.If you ha

122、ve a question about how the industry works,or where its heading,the chances are we have the answer.We help US and UK contact centers 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

123、 our massive and ongoing primary research projects is matched by our experience analyzing the contact center 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

124、available from (US and UK versions)include:The Inner Circle Guide to Agent Engagement&Empowerment The Inner Circle Guide to AI-Enabled Agent Assistance The Inner Circle Guide to Chatbots&Conversational AI The Inner Circle Guide to Cloud-based Contact Center Solutions The Inner Circle Guide to Custom

125、er Engagement&Personalization The Inner Circle Guide to Customer Interaction Analytics The Inner 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 Inne

126、r Circle Guide to Omnichannel Workforce Optimization The Inner Circle Guide to Outbound&Call Blending The Inner Circle Guide to Remote&Hybrid Working Contact Center Solutions The Inner Circle Guide to Self-Service The Inner Circle Guide to the Voice of the Customer The Australia&New Zealand Contact

127、Centre Decision-Makers Guide The UK Contact Centre Decision-Makers Guide The US Contact Center 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:Communications;Finance;Healthcare;Insurance;Outsourcing;Retail&Distribution.