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1、2024 September Market StudyNext-Generation Omnichannel CXCUSTOMER CONTACT WEEKDIGITALCUSTOMER CONTACT WEEKDIGITALCUSTOMER CONTACT WEEKDIGITALCUSTOMER CONTACT WEEKDIGITALWWW.CUSTOMERCONTACTWEEKDIGITAL.COM2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX2CUSTOMER CONTACT WEEKDIGITAL|Next-

2、Generation Omnichannel CXThere is a wide gap between rhetoric and results.Dialogue around omnichannel engagement perfectly underscores this sobering reality.Customer contact leaders have spent more than a decade discussing the importance of“serving customers on their own terms”and connecting all tou

3、ch points in a“seamless,end-to-end journey.”Despite these calls,most customer experiences and internal contact center operations,for that matter remain deeply fragmented.Year after year,CCW Digitals Consumer Preferences Survey reveals the startling commonality of burdensome,impersonal,disconnected s

4、ervice experiences.But customers are not tempering their expectations and why should they?They routinely use a multitude of channels in their everyday lives;why should they not have the ability to seamlessly use them in a customer support context?They share more information than ever with businesses

5、;why should that information not inform more relevant,anticipatory journeys?They hear businesses preach the importance of customer centricity;why should they not expect consistent excellence at every touch point?They encounter the occasional business that does get it right;why should they not expect

6、 all to meet that standard?If anything,the standard for omnichannel is only growing.As a result,brands cannot simply address lingering challenges and inhibitors and call it a day.It is imperative for them to take their customer contact operations to the next level.What will it take to deliver this n

7、ext-generation omnichannel experience?What factors are standing and will potentially stand in the way of success?What considerations will help brands unlock the full potential of an omnichannel framework?The product of exclusive CCW Digital research,this Market Study has the answers.2024 SEPTEMBER C

8、CW MARKET STUDY|Next-Generation Omnichannel CX3CUSTOMER CONTACT WEEKDIGITAL|Table of Contents2 Next-Generation Omnichannel CX4 Methodology&Demographics4 About the Author5 Key Findings6 Next-Generation CX:How Customer Expectations Are Transforming8 Defining Omnichannel:Vision for Success11 Still Not

9、A Reality:Omnichannel Continues To Elude Brands14 Perfecting Transformation:Turning Omnichannel Aspirations Into Customer-Centric Realities17 Process Priorities:Optimizing the Omnichannel Experience21 Navigating the Modern Omnichannel Contact Center25 Sony Electronics Achieves Highest-Ever Response

10、Rate with NICE29 Appendix30 2024 Editorial Calendar31 Meet the Team2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX4CUSTOMER CONTACT WEEKDIGITAL|About the AuthorBrian Cantor Principal Analyst,CCW Digital Customer Management Practice CUSTOMERMANAGEMENTPRACTICEBrian Cantor is the princip

11、al analyst and director for CCW Digital,the global online community and research hub for customer contact professionals.In his role,Brian leads all customer experience,contact center,technology,and employee engagement research initiatives for CCW.CCW Digitals articles,special reports,commentaries,in

12、fographics,executive interviews,webinars,and online events reach a community of over 170,000.A passionate advocate for customer centricity,Brian regularly speaks on major CX conference agendas.He also advises organizations on customer experience and business development strategies.Methodology&Demogr

13、aphicsTo define the next-generation approach to omnichannel experiences,CCW Digital conducted a survey in September 2024.The survey polled contact center,customer experience,marketing,information technology,and operations leaders on their biggest challenges,opportunities,and priorities when it comes

14、 to delivering exceptional customer journeys.Respondents represented companies from all size ranges and most major industries.Example job titles included director of customer experience,head of contact center support,vice president of operations,customer support manager,chief operating officer,head

15、of customer experience and operations,director of support services,director of guest experiences,senior vice president of customer success,associate vice president of client experience,and director of consumer care.2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX5CUSTOMER CONTACT WEEKD

16、IGITAL|Key Findings1 Amid the digital transformation,customer expectations are rising.The overwhelming majority of businesses believe customers are developing higher standards for personalization and speed of answer.2 When it comes to achieving“omnichannel,”40%believe connecting touch points is more

17、 important than being available everywhere.About 20%say the opposite,while 35%believe both are equally essential.3 Transparency and autonomy are essential in the omnichannel age;3-in-5 contact center leaders believe brands should provide customers with a full list of available channels and let them

18、choose where to start.4 Digital channels may be inherently“lower touch,”but that does not mean they can be devoid of empathy and humanity.Nearly 60%of contact center leaders believe conversational personalization is pivotal throughout the customer journey.5 Nine-in-ten businesses acknowledge the end

19、uring importance of agents,but they are split on whether they actually have to be available,at all times,in all channels.6 Omnichannel is not yet a reality;the majority of businesses reveal that their experiences impose inconsistencies,repetitive questions,and channel support limitations upon their

20、customers.7 Those customer experience issues are a direct reflection of a fragmented contact center environment.The majority of businesses do not provide agents with a 360-degree view,and many cite strategic isolation between the teams responsible for different channels and/or parts of the customer

21、journey.8 To reach the next-generation of omnichannel engagement,many brands plan to invest in better analytics solutions,leverage AI across different channels,rethink authentication,redevelop journey maps,and harness the power of cloud contact center solutions.9 Acknowledging what new channels,cust

22、omer behaviors,and experience expectations mean for workflow,many businesses plan to overhaul their agent training and/or development.10 To thrive in the omnichannel age,most companies will prioritize intelligent routing and data harmonization projects.And though they may be aware of the“serve custo

23、mers on their terms”recommendation,many acknowledge the value of right-channeling customers in at least some situations.2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX6CUSTOMER CONTACT WEEKDIGITAL|Promises of“digital transformations”and“omnichannel revolutions”do more than simply fuel

24、 customer experience whitepapers and conferences.They drive business decisions and journey orchestrations,while meaningfully reshaping consumer expectations.As they confront these rapidly evolving expectations,businesses gain clearer insight into their current shortcomings and their future imperativ

25、es.Next-Generation CX:How Customer Expectations are TransformingOne of the most crucial imperatives will be elevating the engagement standard across all contact channels.Over the next 1-2 years,a whopping 92%of businesses believe that customers will develop a higher standard for“personalization”as t

26、hey move throughout the journey.An identical percentage believe customers will begin to expect faster responses in asynchronous digital channels like email and messaging.2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX7CUSTOMER CONTACT WEEKDIGITAL|Over the next 1-2 years,do you expect

27、any of the following transformations in customer behaviors/expectations?To put it simply,brands believe consumers are increasingly wanting a best-of-all-worlds scenario.Rather than choosing between personalization or expediency,or between asynchronous and real-time conversations,they want excellence

28、 wherever or however they communicate.Just because digital can be more concise does not mean it should contain less recognition or empathy.Just because messaging allows customers to start and stop conversations does not mean businesses should deprioritize their own response rates.Other greatly antic

29、ipated changes include a higher success rate in digital and self-service options(85%),more emotional conversations when customers do escalate to live phone agents(84%),and more effective proactive communication(84%).Customers will expect faster response times in asynchronous channels like email,soci

30、al,and messaging8.51%8.51%14.89%15.96%16.13%91.49%91.49%85.11%84.04%83.87%Yes NoCustomers will expect more personalization/recognition since they will be“logging in”and sharing information at digital touch pointCustomers will successfully resolve more issues in digital/self-service,reducing inbound

31、volume for phone agentsBecause customers will start and sometimes struggle in digital/self-service,phone agents may deal with more emotional/heated callsCustomers will expect more relevant/valuable proactive communication and marketing offers2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichanne

32、l CX8CUSTOMER CONTACT WEEKDIGITAL|The evolving customer expectations reflect a“best of both worlds”approach to success.By offering more“full-service”channels,brands can achieve faster response times,better resolution rates,and more effective moments of truth.By connecting all channels,brands amplify

33、 personalization,create more fruitful escalations,and improve proactivity as customers move throughout the journey.But while most businesses agree that breadth and unity are important,not all agree that they carry equal weight.Defining Omnichannel:Vision for SuccessMore than 39%,for example,believe

34、that perfectly integrating a few channels is more important than offering many.Just over 20%say the reverse;that offering a wide array of channels is a more fundamental tenet of“omnichannel”than seamlessly connecting them.About 35%say that both are completely essential,while 5%question the importanc

35、e of omnichannel and thus the value of either.2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX9CUSTOMER CONTACT WEEKDIGITAL|Moving forward,do you think it will be more important to offer CX in most/all contact channels,or fully connect whichever ones you do offer?Do you believe it is i

36、mportant to transparently list all available contact channels on your website/mobile app/social channels?5.32%Neither is essential;“omnichannel”is not a requirement moving forward 20.21%It is more important to offer as many channels as possible,even if theyre not all totally unified 39.36%It is more

37、 important to perfectly integrate/unify channels,even if we only offer a few 35.11%Both are completely essential-we must offer all channels and seamlessly connect them 58.51%Yes,we must list everything and let customers choose where to connect 35.11%We must allow customers to engage in most channels

38、,but we dont have to advertise everything upfront 6.38%No,we can impose limitations on which channels customers can useTRANSPARENCY ABOUT CHANNEL OPTIONSThey may not feel pressure to offer all channels,but most businesses believe in empowering customers to choose between the ones they do offer.Nearl

39、y 59%,in fact,say it is important to be transparent about all channel offerings.The website should not hide certain channels or force customers to start in a particular environment before gaining access to additional contact options;instead,it should give customers immediate autonomy over where they

40、 go.An additional 35%do not believe all channels have to be explicitly listed upfront,but they do believe customers should realistically be able to access all channels.Amazon embodies this approach;while it does not loudly advertise a customer support phone number,it does allow customers to request

41、a call after navigating a self-service portal.Against the backdrop of these statistics,it is worth recalling CCW Digitals research that only 22%of customers feel they typically get to choose where an interaction takes place.And the majority specifically highlight difficulty contacting businesses ove

42、r the phone.Whether this speaks to brands not being transparent about all channel offerings or being too aggressive in eliminating them is unclear,but there is no denying the alarm of this statistic.If more than 9-in-10 businesses believe customers should have choice over how to engage,they have to

43、provide more options and better empower customers to make the desired choice.THE POWER OF PERSONALIZATIONOn the one hand,digital communication whether of the self-service or agent-led variety is fundamentally lower-touch than phone or in-person options.It is more overtly built on the promise of spee

44、d and convenience.On the other hand,digital platforms enable businesses to better capture and leverage data about individual customers.A common premise of omnichannel,moreover,advocates for quality and recognition at every phase of the journey.The latter arguments suggest that personalization should

45、 remain a priority as brands embrace a next-generation approach to omnichannel engagement.Todays leaders concur.2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX10CUSTOMER CONTACT WEEKDIGITAL|Believing that digital should never feel like a downgrade,59%believe conversational,empathetic

46、experiences are crucial at every phase of the journey.Just over 38%are less sold on the“conversation”requirement but still advocate recognition,tailored content,and personalized orchestration.Only 3%downplay the importance of journey-wide personalization in the omnichannel world.If personalization i

47、s essential,then businesses must approach their omnichannel revolutions with three mindsets.First,they must capture and activate customer intelligence at all touch points.Second,they must commit to providing flexible,full-service resolutions in all channels.Third,they must commit resources to all ch

48、annels,as human agents are at least for the foreseeable future better suited than AI for emotionally complex,off-script interactions.Do you believe it is essential to offer a highly personalized,conversational experience in all channels?58.51%Yes,highly conversational,empathetic experiences are a pr

49、iority throughout the journey 38.30%We must always tailor content and recognize customers,but not every channel needs to be highly conversational/emotional 3.19%No,personalization is only important in certain channels/contextsTHE AVAILABILITY OF AGENTSWhen it comes to the latter point,nine-in-ten bu

50、sinesses acknowledge the enduring importance of live agents throughout the omnichannel journey.Organizations are split,however,when it comes to defining just how accessible they need to be.Whereas 47%believe customers should be able to access a live agent at all times in all channels,44%believe cont

51、ext matters.They do not want to completely remove live agents from the equation,but they believe they can say“no”to a live agent escalation in certain situations.The latter stance is certainly a pragmatic one;part of the appeal of AI-driven self-service is to provide off-hours support when agents ar

52、e not available.If businesses need to staff every channel on a 24/7/365 basis,they lose some of the potential cost and efficiency benefits.The former stance,however,may be a necessary short-term“hurdle”in order to grow self-service trust and utilization over the long-term.According to CCW Digitals C

53、onsumer Preferences Survey,the#1 way to gain confidence in chatbots is to assure customers of an easy human escalation option.If customers use self-service knowing they could theoretically escalate,but then realize they do not actually need to do so,they will become more trusting of options like cha

54、tbots and IVRs.This will reduce agent reliance down the road.Do you believe customers should always be able to seamlessly access a live agent,no matter where they are in the journey?9.57%No,live agents are not a requirement in 2024 and beyond 43.62%Escalation to live agents is only necessary in cert

55、ain channels/for certain issues/at certain times 46.81%Yes,customers should have access to a live agent at all times,in all channels2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX11CUSTOMER CONTACT WEEKDIGITAL|Businesses are clear on what next-generation omnichannel should entail.It s

56、hould emphasize seamless connectivity across a wide range of channels.It should prioritize high degrees of personalization and instant access to a human touch,while still emphasizing the speed and convenience associated with digital communication.Still not a Reality:Omnichannel Continues to Elude Br

57、andsUnfortunately,their current experiences do not consistently meet this standard.CCW Digitals Consumer Preferences Survey revealed the commonality of issues like inability to engage in ones channel of choice,difficulty reaching a live agent,slow and high-friction journeys,and impersonal interactio

58、ns.The survey also revealed the endurance of long-standing“pain points”like long wait times and repetitive questions,which also speak to the absence of seamless,efficient omnichannel communication.2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX12CUSTOMER CONTACT WEEKDIGITAL|Businesses

59、 are not quite as bearish when assessing their own experiences,but they still acknowledge clear weaknesses and thus clear room for improvement.Nearly 66%of customer contact leaders,for example,confirm the existence of inconsistencies across channels.These businesses cannot outright guarantee that wh

60、at a customer hears or encounters from one agent or in one channel will mirror what they experience elsewhere in the journey.Just shy of 61%acknowledge that customers will,at least occasionally,have to repeat information or reauthenticate as they move between channels.This type of disconnect is a di

61、rect,textbook affront to the idea of omnichannel engagement.Other shortcomings include inconsistent agent availability and support hours across channels(58%)and discrepancies in resolution quality depending on where and how they interact(57%).The slight majority of businesses do feel they empower cu

62、stomers to engage in preferred channels and receive personalized support,but the numbers are far from overwhelming.And insofar as actual consumers strongly disagree with these claims,it is clear that contact centers have work to do on these fronts as well.Do the following statements accurately descr

63、ibe the experience you deliver for customers?Customers receive a highly personalized,empathetic experience in all channels43.62%44.68%57.45%58.06%60.64%65.96%56.38%55.32%42.55%41.94%39.36%34.04%Yes,this is 100%true of our CX No,this is not 100%true of our CX Customers always get to choose the channe

64、l in which they interact with our businessCustomers can always get the exact same resolution or make-good,regardless of where or how they interactCustomers can expect the same response times,support hours,and agent availability in all channelsCustomers never have to repeat information or reauthentic

65、ate as they move between channels or agentsCustomers never face inconsistencies in their journey;all channels and agents always share the exact same info2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX13CUSTOMER CONTACT WEEKDIGITAL|FRAGMENTED OPERATION EQUALS FRAGMENTED EXPERIENCEThoug

66、h very disappointing,the sobering assessments are not surprising when one considers the reality of todays contact centers.The typical contact center not to mention the overall customer experience function is riddled with inefficiencies and inconsistencies.These backend challenges prevent brands from

67、 successfully delivering on the frontend.A staggering 65%of contact center leaders,for example,concede that they do not consistently empower agents with a 360-degree view of customers and their journeys.Without that view,how are agents supposed to deliver seamless,personalized support that is cogniz

68、ant of emotional context and absent any repetitive questions?Granted,insofar as only 18%say they are consistently and successfully capturing and leveraging data from all channels,and 24%concede they are outright struggling to do so,the absence of that 360-degree view is a foregone conclusion.Without

69、 this intelligence,the possibilities of remedying pain points,eliminating friction,improving routing,or more accurately allocating resources also become massive long shots.Not merely an issue with data,technology,and systems,fragmentation also exists at the strategic level.Only 7%of contact center l

70、eaders,for example,feel there is total unity across all customer-facing teams.More than 21%feel they have completely distinct goals and objectives,which is a recipe for inconsistency.The potential strategic misalignment also exists at the channel level;only 28%say all channels sit under one proverbi

71、al corporate“roof,”with 18%confirming wholly distinct owners and decision-making structures for each channel.Are your service,sales,marketing,and customer relations teams in total harmony when it comes to designing customer experience and communication strategy?Do investments,decision-making,and str

72、ategy for your organizations various contact channels all sit with the same“team”(such as the contact center)?21.28%No,these teams have their own goals and priorities 71.28%There is some high-level unity,but each team still has some unique focuses 7.44%Yes,all are completely aware of each others wor

73、k,and perfectly aligned on strategy 18.09%No,different channels have their own owners and decision-making processes 54.25%We try to have a singular/unified strategy for most/all channels,but“ownership”of those channels technically sits with different teams 27.66%Yes,one team makes all decisions/inve

74、stments for every customer-facing channel2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX14CUSTOMER CONTACT WEEKDIGITAL|In accepting a best-of-all-worlds vision of omnichannel,contact center leaders are acknowledging that there are no shortcuts when it comes to transformation.In acknow

75、ledging struggles to even achieve basic unity of strategic priorities,customer intelligence,and channel offerings,contact center leaders reveal just how daunting such transformation will be.Fortunately,many leaders are clear on the difficult nature of this journey.Consequently,they are vehement in t

76、heir need to prioritize numerous investments,initiatives,and strategic shifts.Perfecting Transformation:Turning Omnichannel Aspirations into Customer-Centric RealitiesCRITICAL SOLUTIONS AND INITIATIVESContact center leaders will prioritize numerous initiatives,with analytics tools ranking as the abs

77、olute top priority.A significant 84%of leaders plan to implement(or optimize implementations)of analytics tools capable of gathering data from across the overall customer journey,offering a logical response to the statistic that only 18%of brands are excelling at intelligence.Other high-ranking prio

78、rities include leveraging AI automation to improve efficiencies across channels(82%),rethinking authentication and security to account for emerging channels(78%),rethinking journey maps and orchestrations for the omnichannel world(77%),and investing in or optimizing an omnichannel,cloud contact cent

79、er platform(76%).2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX15CUSTOMER CONTACT WEEKDIGITAL|While AI promises numerous facets of improvement,the potential to improve efficiency across channels is particularly critical in todays landscape.Contact center leaders acknowledge the impor

80、tance of providing access to an agent in all channels,and powerful automation investments will help to increase agent availability and capacity and thus make this goal attainable.Rethinking authentication carries a two-fold benefit.First,it involves businesses assessing their evolving channel mix an

81、d what the introduction of new touch points or communication styles means for security.Further,it involves businesses rethinking the way they go about authenticating customers,thus identifying any unnecessary friction or repetitive questioning throughout the journey.With the introduction of new chan

82、nels changing the way customers behave,rethinking journey maps is utterly essential.If there is a shock,it is that a non-trivial 23%of businesses curiously do not feel pressure to redesign their journeys.A cloud contact center platform,obviously,represents a critical building block for aligning exis

83、ting channels,while ensuring the seamless integration of future ones.Are any of the following steps/investments priorities in your pursuit of an omnichannel CX?Investing in/optimizing analytics tools capable of gathering insights from across channels15.96%18.09%21.51%23.40%24.47%25.53%29.79%38.30%84

84、.04%81.91%78.49%76.60%75.53%74.47%70.21%61.70%Yes NoLeveraging AI automation to improve efficiency and availability across all channelsRethinking authentication,fraud,and security processes to account for more channelsRethinking customer journey maps and orchestration to account for new channelsInve

85、sting in/optimizing an omnichannel/cloud contact center platformRecalibrating metrics to account for new channel mix and/or customer behaviorsInvesting in/optimizing workforce management/forecasting to account for omnichannels impact on volumeInvesting in/optimizing CRM/CDP tools capable of providin

86、g a 360-degree customer viewREDEVELOPING THE AGENT TEAMThe omnichannel revolution has clear ramifications for contact center agents.Notably,the introduction of new channels(coupled with the expectation that agents must be available everywhere)means that agents will have to internalize new communicat

87、ion fluencies.The goal may be to deliver the same quality of experience across channels,but insofar as communicating via text message is fundamentally different from communicating via voice call,agents will still have to learn new engagement principles.The introduction of new channels and engagement

88、 options,moreover,will change the types of interactions agents have to handle.With customers increasingly relying on self-service for simple issues,agents will naturally focus on more complex ones.And insofar as some customers may escalate after wasting time failing in digital,these customers are in

89、creasingly likely to pair their complex demands with hostile attitudes.Empathy and de-escalation will,therefore,become more valuable.Acknowledging this reality,more than 62%of contact center leaders say they will prioritize new training,while 26%will also retool their hiring practices.A mere 13%will

90、 maintain a status quo approach to personnel.Is the idea of“omnichannel”and the associated rise of digital CX impacting the way you hire and train your agents?12.77%No,“omnichannel”will have no impact on our approach to agent hiring and development 61.70%We are not notably changing our hiring,but we

91、 are training them on the nuances and expectations of different channels 25.53%We are changing our hiring and development to account for the rise of digital channels2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX16CUSTOMER CONTACT WEEKDIGITAL|DEPLOYING AI BOTSThough the“chatbot”may be

92、 the most popular use case,AI driven self-service solutions exist for all major contact channels.And insofar as businesses identified intelligent automation as a top omnichannel priority,one would assume that businesses are looking beyond chat when devising ways to elevate self-service.That assumpti

93、on would be correct.Although chat is the biggest target for AI self-service investments(83%call it a priority),it is far from the only focus.More than 77%aim to deploy or optimize AI-driven bots in text and messaging conversations,and 70%plan to better leverage AI for automated email responses.AI so

94、lutions for phone conversations(63%),helpdesks(61%),and social media(56%),are also on the radar for many organizations.Over the next 1-2 years,do you plan to seriously invest in AI-driven bots/self-service experiences for the following channels?ChatMessaging/TextEmailVoice/phoneHelpdesk/ticketSocial

95、 media17.20%22.58%30.11%37.23%38.71%43.62%82.80%77.42%69.89%62.77%61.29%56.38%Yes No2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX17CUSTOMER CONTACT WEEKDIGITAL|By addressing lingering gaps and building the optimal omnichannel foundation,businesses will grant themselves a set of oppo

96、rtunities.They will be able to unlock a more actionable understanding of who their customers are and how they navigate through the journey.They will be able to leverage their different,yet still wholly connected,channels to create an experience that goes above and beyond.They will be able to more co

97、mpellingly compete on the customer experience.Granted,as they gain clearer insight into their journeys,they may also feel pressure to impose certain limitations and restrictions.They may need to develop new standards and practices.They may also want to condition customers to behave in a certain way.

98、Process Priorities:Optimizing the Omnichannel ExperienceHARMONIZING DATA IN AN OMNICHANNEL WORLDRecognition is a pivotal tenet of the customer experience.It communicates human appreciation to the customer,while also enabling the business to deliver more relevant,anticipatory support and sales messag

99、ing.As channel options grow more plentiful and journeys grow more complex,achieving this level of recognition becomes more difficult.Even identifying a single customer,let alone understanding every nuance of their journey,can become a tall order.2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnich

100、annel CX18CUSTOMER CONTACT WEEKDIGITAL|The burden of achieving this recognition,of course,says nothing of the need to reconcile cross-channel data to be aware of potential contact restrictions.After all,if a customer vehemently opts out of communication in one channel,freely contacting them elsewher

101、e would be a bad move.Aware of these realities,74%say that“data harmonization”is a major priority for the next 1-2 years.Instead of viewing customers as“interaction moments,”their goal is to recognize them as individual humans whose journey should consistently become more frictionless,personalized,p

102、redictive,and proactive.Achieving this harmonization will,of course,require the right combination of customer intelligence,CRM and CDP systems,and strategic alignment between customer-facing stakeholders.REDIRECTING INTELLIGENT ROUTINGIntelligent routing is far from a new concept,but historical cont

103、act center limitations have prevented it from becoming a practical one.If only a few agents in a few channels were even theoretically capable of solving a customers problem,then there were not many practical options for“intelligently routing”that customer.That customer was going to end up speaking t

104、o the phone agent assigned to their type of issue even if that phone agent was not a uniquely compelling match for the customer.But as brands work to realize the next-generation omnichannel standard,they create the requisite optionality.Suddenly,high-quality agents will be available in all channels.

105、And because of the“AI for simple issues,agents for complex ones”dynamic,brands will empower agents to develop more topic mastery and lean into more uniquely“human”skills and personality traits.This increases the likelihood of a meaningful“match”between customer,channel environment,and agent.A whoppi

106、ng 85%of brands plan to lean into that match,identifying“intelligent routing”as a priority for the next 1-2 years.Over the next 1-2 years,will you prioritize plans to“harmonize”customer data across channels,ensuring customer profiles,opt-outs,“do not call lists,”etc are unified across all teams and

107、touch points?Over the next 1-2 years,will you prioritize plans to“intelligently route”customers across the journey,using meaningful data(such as issue complexity,sentiment,or personality)to get them to the right agent or channel?74.47%Yes,this will be a priority 25.53%No,this will not be a priority

108、85.11%Yes,this will be a priority 14.89%No,this will not be a priority2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX19CUSTOMER CONTACT WEEKDIGITAL|IS RIGHT-CHANNELING THE RIGHT APPROACH?Most recognize that the customer is not truly always right.With comparatively less insight into co

109、mpanies operations frameworks and innovation strategies,they will not always know the best channel to select or the absolute best outcome to pursue.Against the backdrop of this notion,right-channeling makes a lot of sense.If a brand knows that a customer will save time and/or receive a better resolu

110、tion in a given channel,why would they not direct customers to that touch point?And if they know that a particular conversation is impossible in a given channel,how could they afford not to offer such direction?However,right-channeling does ultimately involve ignoring or rejecting a customers prefer

111、ence.The fact that a business may be technically right about its recommendation does not mean it will feel right to the customer.Naturally,this means there will be some ambiguity about the idea of right-channeling in the contact center of the future.Most businesses,nonetheless,believe it is appropri

112、ate in key use cases.A substantial 88%,for instance,support right-channeling when an issue is too complicated for a given channel.This approach is a rather intuitive and customer-centric one;if a challenging issue would require a customer to spend 15 minutes unproductively circling through a bot or

113、IVR,then self-service ceases to be the most efficient or convenient option(and thus does not live up to its billing).Directing them to an agent who could solve their problem in 5 minutes,though perhaps not their instinctive“preference,”is a beneficial thing to do.Just shy of 63%would also right-chan

114、nel in the opposite case when the issue is too simple for a particular channel.There is obviously logic to this approach why let a customer waste time asking a phone agent about a password reset or payment due date but it is also more fundamentally controversial.When customers actively choose to spe

115、ak to a phone agent,they are saying they specifically value the human touch or at least do not trust a bot or digital agent to solve their problem.By not offering said human touch,brands would be more directly rejecting a customers preference.Overcoming that sense will likely require new customer ed

116、ucation and conditioning.Another common use case concerns necessity;80%say they would right-channel due to compliance or data limitations.Businesses may not have a choice to honor customer preferences in these cases,but smart ones will choose to educate customers on the situation.They,moreover,will

117、use the interaction as an opportunity to establish trust with the customer:“we are relocating you because we so greatly value your data and privacy.”Practical limitations are another popular driver;74%will right-channel when customers want to engage outside of standard support hours,and 71%will do s

118、o if there are particular accessibility needs.Granted,neither of these limitations needs to be inevitable.If customers are consistently choosing a given channel outside of business hours,at what point does the business have some responsibility to more thoroughly staff that channel?And if customers w

119、ith accessibility needs want to engage in a given channel,at what point should a customer-centric business work to bring the requisite assistance and experience to that environment?Do the following statements accurately describe the experience you deliver for customers?If we believe the issue is too

120、 complicated for a certain channel11.70%20.43%25.53%29.03%37.23%40.43%47.87%88.30%79.57%74.47%70.97%62.77%59.57%52.13%Yes,it is OK to right-channel No,it is not OK to right-channelIf there is a compliance or data privacy/security concern related to the issue or channelIf customers want to interact o

121、utside of standard business hoursIf the customer has certain language or accessibility requirementsIf we believe the issue is too simple for a certain channel(dont want our live phone agents handling“password resets,”etc)If we are dealing with too much volume/unexpected issues in a given channelIf w

122、e are dealing with new customers who may not know our system/journey2024 September Market StudyPracticality GuideCUSTOMER CONTACT WEEKDIGITALCUSTOMER CONTACT WEEKDIGITALCUSTOMER CONTACT WEEKDIGITALCUSTOMER CONTACT WEEKDIGITALWWW.CUSTOMERCONTACTWEEKDIGITAL.COM2024 SEPTEMBER CCW MARKET STUDY|Next-Gene

123、ration Omnichannel CX21CUSTOMER CONTACT WEEKDIGITAL|The modern customer journey is anything but linear.In the past,most contact centers serviced customers strictly through calls,and that may have been enough.Today,customers want to contact brands how and when they choose including via chat,text,emai

124、l and more.Just like phone conversations,these omnichannel interactions contain critical feedback and insights.However,many organizations arent optimized to analyze this breadth of omnichannel feedback at scale.According to the 2023 CallMiner CX Landscape Report,the majority of organizations are sti

125、ll collecting mostly solicited customer experience(CX)and customer satisfaction feedback(71%in 2023 vs.79%in 2022).Solicited feedback includes methods such as surveys or incentivized reviews,where customers are asked for their opinions.Focusing on solicited feedback only covers just part of the full

126、 CX picture(and often just the highs and the lows).Unsolicited feedback,such as insights obtained from day-to-day omnichannel customer interactions,represents the vast majority of customer opinions along with a major untapped opportunity for organizations.At the same time,68%of CX Landscape Report r

127、espondents say the CX data they collect is often not harnessed to their organizations best advantage.How can organizations not only collect the data they need,but also analyze it to make effective business decisions?Lets explore how to uncover channel-specific insights across channels to ensure a se

128、amless customer journey,as well as apply these insights toward business improvements that make a difference in both the employee experience(EX)and CX.Navigating the Modern Omnichannel Contact CenterHow to use channel-specific insights to improve efficiency,enhance CX,and make data-driven business de

129、cisions2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX22CUSTOMER CONTACT WEEKDIGITAL|Listening throughout the omnichannel customer journeyCustomers may already be telling you what you want to know throughout their omnichannel customer journey.Omnichannel takes the customer experience

130、further than multichannel by enabling cross-channel customer engagement.Unlike multichannel,omnichannel refers to some level of integration,data sharing or analytics that work to mitigate the technology“gaps”between each channel of communication.Common benefits include reduced customer effort by eli

131、minating the need to repeat information,and better intelligence for optimizing agent performance.By providing a means to share intelligence across all communications,omnichannel ensures that information travels with a customer as they switch from digital channels such as online chat to phone support

132、.DIFFERENT CHANNELS FOR DIFFERENT CUSTOMERSUnderstanding how and when customers prefer to interact with your brand may help you uncover the motivations behind their requests.Having this intelligence can help your team determine how to serve them better further,for automated channels(e.g.interactive

133、voice response(IVR)or chatbots)and self-service channels,teams can learn from customer interactions to refine these systems and keep them relevant for customers seeking quick answers.PhonePhone customers typically want to solve a problem they cant figure out on their own.More often than not,they are

134、 seeking a resolution during the first call,and they have a sense of urgency.Also,some are simply more comfortable with phone interactions than digital interactions.Certain customers may be classified as digitally vulnerable,meaning they are unfamiliar with or unable to navigate digital systems.For

135、those reasons,it is important to continue to offer and optimize phone as a communication channel,and to understand when a customer may not be comfortable with a digital follow-up.ChatChat customers may not have the time or be in a position where they can sit on a phone call(e.g.they may be multitask

136、ing during work hours),or they are trying to solve their issue quicker than sitting in a phone queue.They often are digitally savvy and may have tried to solve a problem using online self-service tools,but were not successful in finding a resolution.These customers expect quick response times and ma

137、y become fed-up if they have to wait too long and have to revert to other channels like phone.Email TicketsAsynchronous channels like email or helpdesk tickets often apply to customers who can wait for a response to an issue,or who know that they have an issue that is best served by continuing to in

138、teract with the same person(such a supervisor or case-issue manager).These customers may be facing more technical or complex issues that require more time to resolve,and may require the need for an expert.Self-serviceMore than half of consumers(58%)report that they prefer to solve customer service i

139、ssues on their own versus talking to a company representative.These customers tend to be digitally savvy,and often do not have the time(or desire)to interact with an agent.Customers also come to self-service options with issues that they have solved via the same channel before(e.g.confirming an appo

140、intment time or account balance.)They take advantage of wikis,Q&As,automated chatbots or other channels to research and get quick answers independentlySocial mediaOften reserved for extreme emotions(including happiness and dissatisfaction),these customers may have exhausted all other channels of com

141、munication,or may have had an extremely good or bad experience with the brand.These customers(particularly the dissatisfied ones)expect,and often demand,a fast response.Half of customers will complain publicly on social media,and if they dont receive an answer,81%will not recommend that company to t

142、heir friends.If companies dont attend to these complaints quickly and carefully,these customers can become fuel for full-blown PR crises.2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX23CUSTOMER CONTACT WEEKDIGITAL|HOW CHANNEL-SPECIFIC FEEDBACK CAN IMPACT THE CUSTOMER JOURNEYAI-based

143、solutions like conversation intelligence can help teams analyze 100%of omnichannel feedback at scale.By applying unique identifiers to customers,its possible to understand how a customers journey flows across all channels,and uncover where they may be experiencing frustration or friction.For example

144、,in the webinar,“How to unleash the power of chat in your contact center”,Midland Credit Management discussed how they effectively leveraged chat to improve their self-service channels,as well as their staffing decisions.The team analyzes trends from 100%of customer interactions,including chat.They

145、apply unique customer IDs to track crosschannel behavior and ask questions accordingly to understand how to make business improvements.Some examples include:If a consumer has an issue with the website,the Midland team can improve that experience by changing some of the format/layouts of the website

146、for self-service.Based on findings from chat,the team can add self-service FAQ to help customers answer simple or recurring questions.Understanding the drivers for chat can help agents serve customers better based on both volume and what theyre asking for.This has been helpful in determining when st

147、aff should be scheduled.While the team cant cover all hours for chat,they can measure trends and re-allocate staff accordingly.DEVELOPING AN OMNICHANNEL LISTENING STRATEGYCollecting and leveraging AI to analyze unsolicited feedback is an important foundation for developing an omnichannel listening s

148、trategy.Customers may already be telling you what you want to know throughout their omnichannel customer journey,as they interact with your brand through both physical and digital touchpoints.And embracing an omnichannel strategy is good for business in fact,consumers are 80%more likely to purchase

149、from a brand that provides personalized,omnichannel experiences.Once you establish your omnichannel strategy and start collecting data from all communication channels,its important to make sure that data and insights are also accessible to everyone within your organization,particularly CX and contac

150、t center business leaders.This democratization makes it possible to leverage data to gain a holistic view of the VoC and make more informed decisions,changes and optimizations as a result,but you dont have to listen to hours of call recordings,or read pages of transcripts and customer feedback to ge

151、t there.How conversation intelligence can helpThese platforms help derive contextual meaning on top of what is said,helping teams to understand why customers reach out during their omnichannel journeys.Here are a few examples of insights teams can discover through conversation intelligence.Sentiment

152、 and emotion.Sentiment analysis continues to be an important standard within customer service.With the addition of emotional analysis,a more nuanced and complex picture of the customer is available for a business to refine their approaches.Sentiment is a powerful indicator,but is often reflected in

153、a one-dimensional answer to a question(positive,negative,or neutral).Emotional insights can more quickly identify motivational indicators,such as loyalty,distress or churn-likely behaviors.Contact drivers.Contact drivers help you understand why customers choose to reach out,based on the customers pe

154、rception of a certain issue or situation.In addition to contact drivers,you can drill down into customer emotions,frequency of contact,the root causes behind the interaction,and more,to understand the context of a customer interaction.Call dynamics.From silence to average handle time(AHT)to agent qu

155、ality scores,conversation intelligence can reveal important dynamics of every customer interaction,either individually or together for trending.For example,on collections calls about financial matters,longer silence times can indicate that an agent is empathetically listening to a customers needs.On

156、 other calls,long silence times can be an indicator of a challenge or process issue,such as if an agent is using call time to take notes,that requires additional training.2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX24CUSTOMER CONTACT WEEKDIGITAL|FIVE CX AND EX IMPROVEMENTS THAT CAN

157、 BE MADE WITH OMNICHANNEL INSIGHTSOptimizing self-service:Analyzing channel specific insights for common questions can help determine where to add self-service options or FAQs addressing recurring issues.Implementing staffing changes:Based on the frequency of channel interaction,more or fewer agents

158、 may need to be staffed,or at different times to ensure coverage.Changing the customer journey:If the customer is experiencing points of friction in the customer journey(e.g.bill payment online is too difficult,resulting in an influx of calls),the organization can make process changes to reduce cust

159、omer effort and ensure a seamless customer experience.Improving agent satisfaction:Data-driven feedback can improve an agents confidence with handling challenging situations and reinforce positive behaviors leading to better job performance,satisfaction,and retention.Cross-functional business improv

160、ements:Insights can be shared with other departments such as sales,marketing,and product.For example,a social media customer service issue could easily become a PR crisis detecting and responding to it before it escalates is key to ensuring customer satisfaction,issue resolution and crisis containme

161、nt.WITH OMNICHANNEL,VISIBILITY IS KEYYou cant improve what you cant see.Thats why visibility into 100%of omnichannel interactions(both solicited and unsolicited)is critical.Unsolicited feedback is perhaps even more powerful than solicited feedback,as it can deliver valuable insights into contact dri

162、vers,sentiment,emotion and more.By understanding how your customers interact within each channel and the context of those interactions,you can improve CX and optimize the customer journey.These improvements also benefit your contact center agents,as they will receive more valuable feedback based on

163、actual data from customer interactions.This type of data-driven feedback improves employee satisfaction,which can have a direct and lasting impact on both morale and customer happiness.2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX25CUSTOMER CONTACT WEEKDIGITAL|Sony Electronics conta

164、ct center provides sales and support for a wide range of consumer and professional technology products,and callers are frequently looking for assistance on topics handled by another arm of Sony Group Corporation.As part of a larger effort to take better control of data and customer experience outcom

165、es,Sony Electronics reimagined the top of the customer contact funnel across voice,chat,and SMS with a virtual agent provided by Enlighten Autopilot.In live contacts,NICE also provides the infrastructure for a true omnichannel experience.Sony Electronics Achieves Highest-Ever Response Rate with NICE

166、2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX26CUSTOMER CONTACT WEEKDIGITAL|CUSTOMER PROFILEABOUTSony Electronics is a subsidiary of Sony Corporation of America and an affiliate of Sony Group Corporation,one of the most comprehensive entertainment companies in the world,with a portf

167、olio that encompasses electronics,music,motion pictures,mobile,gaming,robotics,and financial services.Sony Electronics is a leader in electronics for the consumer and professional markets and creates products that innovate and inspire generations.INDUSTRYConsumer electronicsWEBSITELOCATIONHeadquarte

168、red in San Diego,CAAGENTS700 agentsGOALS Improve self-service outcomes Improve call routing Improve operational efficiency Improve customer experiencePRODUCTS CXone Interaction Analytics Digital Experience Enlighten Autopilot CXone Feedback ManagementFEATURES Virtual agent Customer intent analysis P

169、rocess automation Omnichannel agent communications Voice of the customer2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX27CUSTOMER CONTACT WEEKDIGITAL|01 THE BEFOREA GLOBAL BRANDS GOALS FOR SIMPLICITY AND EFFICIENCYAs part of one of the worlds largest and most diverse brands,Sony recog

170、nized that customers regularly struggled to contact the appropriate Sony division to address their needs.This created frustration and delays for customers in both pre-and post-sales services and added costs for Sony as many of its live agents handled calls that should have gone to a different divisi

171、on.In addition,much of the data about customer interactions was stored by BPO vendors,who also controlled the first touch IVR system.Manual compilation of customer feedback on spreadsheets made it cumbersome to maintain a list of necessary closed-loop actions,analyze the voice of the customer,and ma

172、ke adjustments to the customer experience.02 DESIRE TO CHANGEAN EXECUTIVE CALL-TO-ACTIONSonys senior management commissioned a benchmark study comparing the organizations customer experience ratings to competitors.The study revealed several opportunities for improvement,including self-service capabi

173、lities,operational efficiency,and customer feedback response rates.“We believe our products are second to none,and that our support experience needs to be second to none as well,”said Roger Brewer,Director of Service Tools and Technology,at Sony.Following the discussion,the service team made call co

174、ntainment their top priority and began by streamlining the live agent experience with a true omnichannel approach to provide agents with more information earlier in the process.“All of these findings pointed us to develop a chatbot,”Brewer said.“We felt it would be a solution where we could define r

175、ealistic,achievable ROI that would garner executive support,and make the best use of our existing resources and skill sets.”03 THE SOLUTIONA SMARTER CUSTOMER EXPERIENCEIn collaboration with NICE,Sony has overhauled its contact center experience on CXone with Digital Experience workflow.“Tying calls,

176、chat,and SMS into a cohesive and effective experience was important to us,to boldly go where no one has gone before and to have our best agents positioned to handle every inbound channel and react in real time to customer feedback,”Brewer said.To build upon their newly optimized digital experiences,

177、Sony also approached building a chatbot in a new way.Instead of guessing customer intents,Sony partnered with NICE to process 60,000 previous interactions through Enlighten XO,which leverages AI to identify improvement opportunities for self-service.From the analysis,Sony gained insight that 40%of t

178、heir inquiries were candidates for automation.In addition,Sonys team used the ROI data from Enlighten XO to prioritize the best opportunities based on volume and cost-to-serve.To leverage the insights from Enlighten XO in their conversational AI,Sony deployed Enlighten Autopilot to act as the virtua

179、l agent as the first point of contact for all incoming queries.Today,Autopilot handles a significant number of inquiries without involving a live agent,or,if agent assistance is required,efficiently routes customers to the most appropriate resource.Brewers team continues to mine insights through Int

180、eraction Analytics,including voice and SMS,to look for top customer intents and key verbs to identify the next avenues for automation and inform updates to agent workflows,in collaboration with internal subject matter experts on both technical product details and business processes.“Its a dynamic wa

181、y to find new ways to get customers to the best solution in the most efficient way,and is going to drive success going forward,”said Brewer.The team is now also acting on VoC insights gained through NICE CXone Feedback Management,enabling the capture of feedback across every channel,rather than rely

182、ing on just email surveys,resulting in response rates increasing by over 40%.“With Feedback Management,were now truly getting more of the voice of the customer.Were seeing more granularly the types of issues,as well as positive things customers are experiencing,”said Brewer.2024 SEPTEMBER CCW MARKET

183、 STUDY|Next-Generation Omnichannel CX28CUSTOMER CONTACT WEEKDIGITAL|04 THE RESULTSCALL CONTAINMENT,TIMELIER CUSTOMER INSIGHTS,AND A NEW RECORDWith the virtual agent now handling all first contacts,initial results show that at least 15.9%of contacts are successfully contained by Autopilot and other s

184、elf-service options.With finer analysis,the company plans to confirm that all contained calls lead to the best customer outcomes.Sony can now directly route callers to other Sony divisions like Playstation or Sony Music as a seamless,no-cost transfer based on the callers main need.With customer sati

185、sfaction surveys,customers can opt into a survey much earlier in the process rather than receive it after the case is closed.Sony revised agent workflows to start with clearer customer intent based on omnichannel insights,improved self-service options,and by closing the loop to address customer conc

186、erns more efficiently.As a result,by the end of FY23 customer satisfaction rates were significantly higher across all channels,and at historic peaks.“Working with NICE,weve achieved the best customer satisfaction ratings that weve ever seen,”Brewer said.“And weve learned that by setting realistic ex

187、pectations for leadership,we can show signs of success as our systems evolve.”Analysis of agent transcripts has helped identify both new automation opportunities as well as improved workflows which will lead to better and faster resolutions.“Interaction Analytics gives us more visibility and quality

188、 assessment on the fly,flagging opportunities we may not have found until a customer complained or we manually reviewed that call,”Brewer said.“And the NICE team has been phenomenal at rallying the right resources to jump on our issues and help us work through challenges.”05 THE FUTUREBETTER CALL WO

189、RKFLOWS,STREAMLINED CUSTOMER FEEDBACK,MORE OPPORTUNITIESSony expects that the combination of Interaction Analytics,Autopilot,and Feedback Management will reveal more opportunities to improve customer experience,both through better call workflows as well as potentially flagging product issues.The com

190、pany also plans to roll out a modified Autopilot workflow for after-hours inquiries,queueing up a voice,chat,or SMS session for the next open window.The solutions are also expected to scale easily to new channels as Sony requires.“When the business needs a new digital channel,we know it will be easy

191、 to add,”Brewer said.NICE CXone Expert is also under consideration to enhance the self-service experience.“Were exploring situations when customers call because we dont offer them a good knowledge base solution,”Brewer said.“NICE Expert looks to have the capabilities to create and auto-suggest what

192、we might need.”ABOUT NICEWith NICE(Nasdaq:NICE),its never been easier for organizations of all sizes around the globe to create extraordinary customer experiences while meeting key business metrics.Featuring the worlds#1 cloud native customer experience platform,CXone,NICE is a worldwide leader in A

193、I-powered self-service and agent-assisted CX software for the contact center and beyond.Over 25,000 organizations in more than 150 countries,including over 85 of the Fortune 100 companies,partner with NICE to transformand elevateevery customer For the list of NICE trademarks,visit http:/ believe our

194、 products are second to none,and that our support experience needs to be second to none as well.Working with NICE,weve achieved the best customer satisfaction ratings that weve ever seen.”Roger Brewer,Director Of Service Tools And Technology,Sony Electronics2024 SEPTEMBER CCW MARKET STUDY|Next-Gener

195、ation Omnichannel CX29CUSTOMER CONTACT WEEKDIGITAL|Appendix Understanding Omnichannel Customer Experience Everything you need to know about an Omnichannel Contact Center AI-Powered Strategies From Innovative Brands CXone Omnichannel Contact Center Powers AAA Central Penn2024 SEPTEMBER CCW MARKET STU

196、DY|Next-Generation Omnichannel CX30CUSTOMER CONTACT WEEKDIGITAL|2024 Editorial CalendarFuture of Contact Center EmployeesFebruary 27-28 FEBRUARY State of Generative AIMay 21-22MAYCX Trends,Challenges&OpportunitiesJuly 16JULYCustomer Trust&Data in the Digital AgeOctober 15OCTOBER Knowledge Management

197、&Agent AssistNovember 12NOVEMBERFuture of the Contact CenterDecember 10DECEMBERModernizing Service Experiences With AI&DigitalSeptember 10SEPTEMBERTechnology vs.Humanity in the Contact CenterAugust 13AUGUSTFuture of Contact Center EmployeesJANUARYModernizing Service Experiences With AI&DigitalAUGUST

198、Next-Generation Omnichannel CXSEPTEMBERFuture of the Contact CenterNOVEMBERState of Generative AIAPRILCX Trends,Challenges&OpportunitiesJUNE2024 SEPTEMBER CCW MARKET STUDY|Next-Generation Omnichannel CX31CUSTOMER CONTACT WEEKDIGITAL|Meet the TeamBrian Cantor Principal Analyst,Director CCW Digital E:

199、Brian.CAndy Kuang Senior Marketing Manager CCW Digital E:Andy.KMelinda Acuna Marketing Manager CCW Digital E:Melinda.ASimon Copcutt Head of Strategic Accounts CCW Digital E:Simon.CBrooke Lynch Divisional Director of Digital CCW Digital E:Brooke.LBen McClymontt Director of Business Development CCW Digital E: