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Digital Consult, strategy & growth

As retail banks try to make themselves nimble and more digitally adept, many overlook the contact center. These operations, known for their long rows of employees wearing headsets, have long been thought of as a cost of doing business, not as a key pillar of the retail bank of the future. Although bank contact centers now interact with customers across multiple channels, they still handle most transactions with customers by telephone, a technology invented in the 19th century.

But contact centers can become a powerful tool in digital transformation. As banks close their physical branches, they can revitalize their contact centers and establish them as a new omnichan.

Contact centers are uniquely positioned to identify friction and failure points in the digital experien ce, as tens of thousands of customer interactions may flow through the centers each day, providing a wealth of data. Often, customers try to resolve their issues digitally and call only after they’ve been unable to do so. These callers can provide valuable insights into how banks can improve the digital experience.

  • Banks can also use contact centers to help drive digital adoption by prompting customers.
  • Customers who call in for help on a relatively simple transaction can be coached.
  • Customers do more of their everyday banking digitally.

Contact centers are uniquely positioned to identify friction and failure points in the digital experien ce, as tens of thousands of customer interactions may flow through the centers each day, providing a wealth of data. Often, customers try to resolve their issues digitally and call only after they’ve been unable to do so. These callers can provide valuable insights into how banks can improve the digital experience.

SContact centers are uniquely positioned to identify friction and failure points in the digital experien ce, as tens of thousands of customer interactions may flow through the centers each day, providing a wealth of data. Often, customers try to resolve their issues digitally and call only after they’ve been unable to do so. These callers can provide valuable insights into how banks can improve the digital experience.

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