4 Solutions to the Communication Challenges of HealthTech Adoption

Despite significant advancements in healthcare technologies (HealthTech), many providers in the sector are having difficulty adopting and realising their full potential.

TeleHealth, which is shorthand for providing health-related services through telecommunication technologies, underwent a rapid acceleration of adoption when the COVID-19 pandemic began. Since then, the majority of patients have embraced the convenience of digital engagement and virtual care options for enhanced access to personalised, high-quality care and follow-up monitoring.

However, at the same time, an alarming number of physicians and providers have scaled back their use of TeleHealth as they struggle to keep up with the increasing demand for virtual visits and health condition remote monitoring at scale, creating a shift in patient-physician relationships.

Here at Webhelp, we see the same issue across the entire spectrum of HealthTech — consumers are on-board, but providers are often slower to adopt the technology. This trend extends to almost every technology offered within the consumer care and healthcare system, especially software and physical solutions that create new digital diagnosis or treatment opportunities.

We believe that adequate communication and related solutions are the key components to solving these challenges, so this article outlines several strategies for aligning patient and physician perspectives and empowering providers with the full potential of HealthTech solutions.

Virtual training and onboarding for clinical staff

A great starting point is to help healthcare professionals to understand the benefits that healthcare applications and similar HealthTech tools can provide.

During this process, representatives can inform, train, and onboard doctors at their offices, in the hospital or online. Additionally, this is an ideal opportunity to host webinars and introduce multidisciplinary boards into the process – a medical science liaison, for example.

By organising these virtual events through digital channels, providers can understand everyone’s preferences in-depth, monitor the information provided, analyse attendance trends and obtain valuable feedback to inform future strategic planning. As previously reported at Webhelp Medica, providers have begun offering webinars, remote workshop sessions, and social networks intended solely for clinical staff, suggesting that the industry is open to digitising its communication endeavours. Now it’s just a matter of increasing adoption.

Support, training and outreach for patients

As part of this solution, providers could run informative campaigns to build awareness of the different healthcare apps available whilst implementing patient support programs for specific treatments and drugs. Providing motivational calls to help patients understand the benefits of these is a proven enabler.

Once implemented, nurses can teach patients to be autonomous in their treatment, such as administering injections themselves at home. Once the patient becomes responsible for this process, the nurses can carry out continuous remote monitoring, including as part of virtual wards through SMS or other channels, enabling patients to follow treatment and monitoring plans independently in their own homes. When Webhelp Medica implemented a self-injection learning program for almost 3,000 patients, 99% of physicians and 93% of patients were highly satisfied with the approach, highlighting the efficacy of combining nurses with digital support.

These initiatives become game-changing for non-tech users and vulnerable or immobile patients, especially when coupled with the creation of online patient groups where people can discuss their pathology with others in the same situation. Equally, it’s crucial to include caregivers, families, spouses, and patient associations to expand these groups further and provide more support and autonomy for patients.

We like to think of this process as creating “expert patients” trained in their pathology with the knowledge to help other patients with their treatment routines, lessening the burden on clinical staff. It also allows physicians to strengthen their relationships with patients by enrolling them in coaching and learning programs.

Ongoing monitoring to link clinical staff with patients

Once engaging with clinical staff and patients through training, onboarding, and outreach, the monitoring and follow-up process is where the optimisation of patient-provider communication flourishes. By customising patient journeys based on their uptake of technology and putting digital technology at the heart of the follow-up wherever appropriate, clinical staff can vastly increase patient awareness of the importance of care continuity.

While it’s essential to determine whether patients feel comfortable talking with health professionals remotely, virtual monitoring ensures that problems and concerns can be solved quickly, efficiently, and effectively for many pathologies. For example, for psychological and behavioural follow-ups, providers can install a team of remote nurses and psychologists, or even tobacco specialists and dieticians, to follow the patient’s progress and provide guidance and advice via digital platforms or telephone calls.

For tech-savvy patients, there’s an opportunity to apply conversational SMS platforms and social messaging tools to communicate with clinical staff instantaneously. Clinical staff can also automate appointment and medication reminders to reduce the rate of no-shows and ensure patients stay on track with treatment plans. Plus, providing an inbound line allows autonomous patients to ask questions if they have any doubts about their treatment.

In another example, providers could email patients a QR code that refers to an informative video explaining, presenting, and informing people on their pathology, treatment follow-up, and tips for improved well-being. After a teleconsultation, physicians could also automate a message to check in on long-term patients and ask if they have questions about their treatment.

When implemented correctly, virtual wards and outpatient monitoring processes like these bring clinicians and patients closer together, preventing communication challenges before they occur.

Round-the-clock medical information helpline

Another relatively untapped communications solution is a readily available information helpline operating 24 hours a day, 7 days a week. An incoming medical information line can provide patients with status updates on product availability, medication request follow-ups, medical information requests, patient data and held information, pharmacist information, specific questions from a doctor, and pharmacovigilance.​

 

With these four communications strategies and solutions, healthcare providers can improve their relationship with HealthTech, encouraging physicians to share the same enthusiasm for technological evolution as their patients.

Emma Bouché

Head of Healthcare

Get in touch

Webhelp expands operations in Mason, Ohio, providing career opportunities to the local community

Mason, Ohio, USA – April 5, 2022 – Webhelp, a leading global customer experience, and business solutions provider, is expanding its operations in Mason, Ohio. Built on a strong people-first working culture, Webhelp has a diverse global workforce of over 100,000 passionate game-changers. Since coming to Mason in 2020, the business has welcomed hundreds of colleagues.

In a new business venture to provide service to one of the largest social media platforms in the world, Webhelp in Mason is looking to onboard a mix of content moderators, counselors, a human resource generalist, quality assurance representatives, and operational team leaders.

Those joining will become an integral part of an exciting partnership in enriching the customer experience and providing business solutions for our clients. To apply, visit the careers section of www.webhelp.com

Eduardo Salazar, Chief Executive Officer Americas, said:
“We are excited to partner with the Mason area’s high-quality talent as we continue the success that Webhelp has shown around the world. We deliver world-class service by putting people first, which is one of our main pillars as an organization. Investing in our colleagues and making business more human leads to a better customer experience.”

Externally credited and with multiple global awards wins in a variety of categories, Webhelp people are known as being some of the best in the industry.

Webhelp was recently recognized for its pioneering leadership in Impact Sourcing by the International Association of Outsourcing Professionals (IAOP) in partnership with The Rockefeller Foundation. The awards celebrate initiatives designed to bring more employees into the workplace from disadvantaged backgrounds.

Sandrine Asseraf, Group Managing Director, Americas & ESG at Webhelp, said:
Webhelp believes in impact sourcing as a holistic and systemic approach to business, meaning we collaborate and partner with all our people, our clients, specialist impact partners, and suppliers to achieve meaningful results. As a people-first business, we put this approach and commitment at the heart of our business strategy, recognizing its importance in driving real and sustainable change across the regions in which we operate. It is a long and ambitious journey, and we cannot wait to do more.”

Partnering with some of the world’s most exciting brands, Webhelp will utilize its 20 years of expertise and global way of working to further drive the strong success of the customer experience while creating job opportunities for the Mason community.


BNPL can be adapted to B2B... but with some caveats!

Buy Now Pay Later (BNPL) has of course become a convenient option for B2C, but its implementation in a B2B context requires many adjustments, as explained by Arnaud Soubien, CEO and co-founder of RollingFunds. Here he is interviewed by Aline Abeya, Sales Manager France and Benelux at Webhelp Payment Services.

We often hear people say: “BNPL is easy: there are many turnkey solutions that allow customers to pay in 3 or 4 instalments”. This is entirely true when the end consumers are private individuals… but transposing the B2C model to B2B, without asking the right questions, is doomed to fail. Why?

For many years now, with many B2C brands, there has been the option to pay in 3 or 4 instalments, without charge, as a private individual. It is also the case that  BNPL  is now an off-the-shelf product that can very easily be integrated into a marketplace type environment.

But it must be emphasised that current solutions are aimed at individuals and for average baskets of small amounts that can be charged to a bank card. From a B2B perspective, however, there are specific factors that must be taken into account, including in particular:

1 – Establishing a relationship remotely via KYC

When it comes to entering into a financial relationship, the law requires that due diligence be carried out to acquire a good “knowledge of the customer”. This is referred to as a KYC, or “Know Your Customer”, process. However, the procedures required to verify the identity of a customer differ greatly depending on the type of customer involved.

Individuals can of course prove their identity with an official identity document, but companies need to be able to prove their existence (with a certificate of incorporation, articles of association, etc.), and to identify their legal representatives (natural persons with the power to bind the company) and the beneficial owners (the main partners). The procedures to be carried out in the context of a B2B business relationship are therefore much more complexand they differ from one country to another. They are based on automated or human controls, or a mixture of the two, as offered by Webhelp KYC Services.

2 – The basket total and the payment methods

In the context of a B2B business relationship, average baskets are usually much larger, requiring limits much higher than those granted to individuals – typically from fifty or so to a few hundred euros.

In addition to risk management issues, the basket total, and therefore the due dates, cannot be charged to a bank card as is the case for individuals, given their payment limits. One must therefore look at the means of payment commonly accepted by companies (direct debits, transfers, cheques, etc.) depending on the target clientele.

3 – The margin on sales

BNPL is generally offered to individuals free of charge: “pay in 3 or 4 instalments, free of charge”. The financial costs are borne by the e-merchant. And the fees are quite high, since they are generally in the 3-4% range at the time of the transaction (i.e. for an average financing period of 30 days, an APR of more than 30% per year). In contrast, the margin on sales for B2B is much lower than for B2C. The cost of BNPL must therefore be adjusted to take this into account.

4 – Risk analysis and management

Unlike BNPL for individuals, where risk analysis can be purely statistical, given the uniform nature of the population and the granular nature of the exposure to risk, the great diversity of companies requires a specific analysis: a CAC 40 company, a medium-sized company, a VSE/SME, or even a sole-trader artisan are not analysed in the same way. Evaluating the credit risk of a company requires specific know-how and a specific model which, in addition to company size, must take into account many parameters such as the company’s activity (B2B or B2C activity), specific sector or location related factors, etc.

But the strategy for deploying a BNPL offer in B2B cannot, and should not, be defined based on these considerations alone. For a BNPL programme to be truly successful and to reflect short- and medium-term sales targets, it must meet two conditions:

  • it must be structured to serve the marketing and business strategy of the marketplace,
  • and it must be flexible enough to adapt in response to future developments.

An international dimension is often present in B2B. What constraints apply?

An e-commerce platform or B2B marketplace will often connect buyers and sellers who are separated by borders. Cross-border transactions require the specific administrative, legal, regulatory, monetary and fiscal nature of the countries concerned to be taken into account, even if these countries are all members of the European Union.

It is therefore important for the BNPL solution to be designed to “integrate” this complexity at a national and international level, in order to protect the marketplace from any risk.

What about specific business factors? Can a B2B solution be standardised?

First of all, I think it is important to remember that, in the B2B world, BNPL has existed for more than a century, under another name, and in another form: the trade receivable, an invoice with a payment deadline. In France alone this amounts to more than 650 billion euros.

However, each sector of activity has its own market practice: for example, payment periods are not the same for the sale of fresh products as for the sale of equipment and fittings. In addition, commercial policies may vary from one company to another, depending in particular on how marketing is conducted , the type of customer and internal procedures.

That’s why, at RollingFunds, we are convinced that a B2B solution cannot overlook the actual nature of the business.

“The specific nature of each sector of activity, and the marketing and commercial strategy in the short and medium term, must be taken into account from the outset of the project.” – Arnaud Soubien

To take a concrete example, that of the fashion sector – where we work in partnership with Webhelp Payment Services – one has to adapt to the specific nature of the sector, in terms of both the countries involved and their purchasing habits and payment methods. Typically, a large order will be placed at the start of each season, followed by small restocking orders as time passes. Other types of business have different customs of their own.

Ultimately, very specific risk analyses and flow analyses need to be adopted, regardless of the business sector.

As an attentive observer of this market, I can tell you that the simple roll-out of a BNPL solution from B2C to B2B, without taking into account the specific factors involved, has always resulted in failure and been a source of frustration.

What B2B financing solutions does RollingFunds offer in partnership with Webhelp Payment Services?

Webhelp Payment Services provides a range of customer relationship management services including billing, collection management and the collection of trade receivables.

As part of their partnership, Webhelp Payment Services and RollingFunds have linked up their information systems to allow Webhelp customers to easily subscribe to a financing offer that is perfectly tailored to their needs.

In addition, RollingFunds provides financing solutions dedicated to the purchase of products and services – which positions us as a key B2B player in the BNPL sector.

For example, a builder can choose to pay the Building Platform, of which Rolling Funds is a partner, for their equipment, on a deferred basis or on credit (the BNPL offer).

Our solutions are tailored to B2B players, whatever the sales channels: marketplace, an e-commerce site, a store network, click & collect, etc. Thanks to our omni-channel approach, customers have access to their payment facilities on all sales channels – just as we do for the Building Platform.

I would stress that our technical solutions are very simple to implement, being based on SaaS and APIs.

The combination of our technology and financing know-how, with Webhelp Payment Services’ 35 years of experience in managing international buying and selling transactions and customer relations, allows us to offer a range of BNPL services with high added value and adapted to the context in which companies operate and their target clientele.

How does BNPL work in a B2B marketplace?

It all depends on how far a project has advanced. Indeed, the strategy for deploying a BNPL offer is not the same for an existing B2B marketplace, with an established clientele, as it is for a developing marketplace.

But, as I see it, the first step is a BNPL offer deployment strategy that is perfectly aligned with a company’s sales and marketing strategy: target customers, payment deadlines, payment methods, etc.

It is our belief that in a B2B context we need to offer a tailor-made solution, one that corresponds to the lifetime of the marketplace, its outlook, its risk strategy, and its financial cost allocation policy. It is essential that the BNPL offer is fully aligned with the marketplace strategy.

It is this ability to adapt that we are able to offer, with our partner Webhelp Payment Services and, thanks to our technology, all without any technical complexity.

The CV of Arnaud Soubien, CEO and co-founder of RollingFunds

Arnaud Soubien started his career in the capital markets. At Crédit Agricole CIB, he worked for nearly 15 years in the structuring of corporate securitisation transactions, at European and international level. After his initial experience in the general management of a Fintech specialising in factoring, in 2018 Arnaud Soubien created the startup RollingFunds, which aims to provide financing solutions to VSEs-SMEs directly integrated into a B2B business relationship.

RollingFunds has developed a technology platform to automate the granting and management of loans for VSEs-SMEs. The financing platform is directly integrated into the tools and organisations of its key account partners, suppliers and VSEs-SMEs.

RollingFunds offers 3 types of funding:

  • 1-click credit,
  • advances on sales or other receivables,
  • the financing of purchases.

RollingFunds has just completed a new investor round with AG2R La Mondiale, CCR, PRO BTP, Truffle Capital and leading business angels, for a sum of over 5 million euros.

To find out more about this topic

SHARE

The changing role of technology in CX

The Changing Role Of Technology In Customer Experience

Technology is a fundamental pillar of customer service design in today’s modern CX environment.

It’s impossible to imagine a customer service solution without technology at the core of the process. However, based on our research in partnership with industry analyst Frost & Sullivan, around 75% of organizations struggle to deploy CX technologies at scale. 

So – while those responsible for designing customer service solutions know that technology underpins modern CX, most struggle with large technology projects. 

So what can we do to improve this?

Firstly, it’s worth examining why technology has become so pervasive in CX. From the traditional post-purchase call to a customer service support line, we are now in an environment where the customer journeys must be designed to build and maintain a positive long-term relationship. Now customers are likely to engage with a brand before, during, and long after purchase. They are often not calling for help or support, they are reinforcing the relationship, and of course, there is now an expectation that every step is tailored to their unique needs. 

CX technologies create the ability to communicate more efficiently with customers, gain more valuable insight into what customers need and prefer, and dramatically improve advisors’ ability to help customers. The gamification of processes inside the contact center is one example of how service quality can be enhanced by increasing employee engagement.  

This means that design thinking needs to be applied to the modern customer journey. We should understand how the customer becomes aware of our brand, how they obtain more information, and how they gradually move towards a purchase. Technology needs to be designed to support and enable this overall journey once the design has been established. 

The changing role of technology in CX

There are several distinct areas to be considered:

  • People: technology can be used inside the contact center to help advisors. It can reduce repetitive tasks, automate processes, and Artificial Intelligence (AI) can be used to augment and support people’s roles – for example, supporting with multilingual service requests or searching for information as a conversation takes place and then advising the advisor on the next best action.  
  • Insight: you can dive into customer transaction data to create insights. What are they searching or browsing? Do their purchases correlate with certain dates, events, or weather patterns? Using data analytics to find patterns in your customer data will allow much greater personalization. 
  • Channels: customers want to engage on social channels Instagram and TikTok. They want to use asynchronous messaging tools like WhatsApp and Facebook Messenger. Outreach to a brand may be via a personal blog, rather than a call to the customer service team. You need to be across all these channels and offer in-app service where appropriate. 
  • Infrastructure and Security: customer service processes are no longer locked down inside a contact center. You can create a secure distributed network of customer advisors that work from home. This can create the ability to hire expertise from anywhere and to build more flexibility into working hours. The infrastructure required to deliver this consistently needs to be robust, with investment cycles well planned. 

Because commuting to a contact center and then working a continuous 8-hour shift has been replaced by a more flexible hybrid approach, including working from home, workforce management (WFM) systems have also become essential to modern customer service processes. Matching your available team to peak times when most customers need help can create more flexible working hours for the advisors and allow the brand to help customers faster. 

Calabrio WFM is a highly agile and scalable workforce management platform that allows the delivery of seamless experiences for customers, advisors and contact center managers—no matter where employees are working. Webhelp works with Calabrio to gain greater visibility into employee performance metrics through personalized dashboards containing the data that can help their performance and allows them to leverage tools such as self-scheduling. 

“In today’s new reality, technology and workforce management are no longer optional. Brands aren’t able to deliver a truly seamless experience without having a seamless internal process too. Calabrio’s cloud platform is perfectly suited for dynamic global players like Webhelp, enabling them to truly understand their CX operations, no matter the set-up, whether it be on-site, virtual or hybrid,” said Magnus Geverts, VP, Product Marketing, Calabrio. 

Designing a modern customer experience is impossible without technology. Customer interactions are no longer restricted to voice calls. Customer and employee expectations have been elevated through technological advancement and the experience of more flexible work throughout the pandemic. 

Technology is now the foundation of customer experience.

It is no longer just a tool for designing a customer service solution – it defines how customer relationships are managed.  

A recent paper explains the Webhelp Anywhere methodology and the Frost & Sullivan research in more detail.  


ccessing CX Talent In the Modern Work Environment

Accessing CX Talent In the Modern Work Environment

Modern customer service solutions need flexibility and scalability.

In fact, 99% of CX leaders say they are important factors. Traditional customer service solutions based in physical contact centers almost always struggled with seasonal peaks – partly because you can only get so many people into an office. Today, seasonality and challenging business peaks are now just an accepted feature of the business environment. 

With competition for talent and consumer expectations both at an all-time high, resourcing customer experience services effectively has never been more challenging. A resilient and flexible customer service solution needs to be delivered at a time when talent is harder than ever to find. So how do we build a solution that delivers the required flexibility and also engages the advisors on the frontline? 

The first step is to think about how and where the customer service solution should be delivered.  

First, what kind of sourcing and shoring will be required?

Naturally this depends on questions such as the level of resilience, and your ability to locate the required skills: 

  • Onshore: the customer service advisors are located close to the service provider, typically in the same country or even the same state or city. 
  • Nearshore: the advisors are located close enough for a day trip to be possible, but potentially in a different country – for example Eastern Europe servicing customers elsewhere on the continent. 
  • Offshore: the advisors can be located almost anywhere internationally. 

ccessing CX Talent In the Modern Work Environment

Then, where will your advisors be located for work itself?

The pandemic proved to many executives that work-from-home (WFH) solutions are not only possible, but can also be secure and more productive. Now it’s time to embrace that experience as we redefine how customer experience is designed. Will you use a contact center or allow everyone to WFH or arrange a hybrid arrangement that is more flexible? 

  • WFH: advisors working from their own home, no location proximity needed 
  • Hybrid: the ability to mix and match, so advisors can work from home, from an office, and even from other secure locations – such as an office rented for a single day. 
  • Contact Center: a traditional office environment for the customer service team. 

By exploring the nine options this three-by-three set of options creates, it will be possible to define your initial strategy. For large organizations, these will likely span more than one box. For example, if offshoring is not appropriate for a particular process then you can compare the merits of onshore advisers with nearshoring and then look at both these choices with the different work location options. 

This approach creates the possibility that you can source talent anywhere. You can build an approach to locating customer service expertise that is borderless and global. It allows you to decide where the customer service processes should be delivered, and based on the role profiles needed for a process, brand, or service – then allows for an exploration of where the best talent is located.  

Flexibility in work location works well for advisors. In our recent research with Frost & Sullivan, 76% of executives said they believe that customer service advisors should be able to choose where they work. People want flexibility and it can be designed into the solution. Without this flexibility it will be a challenge to both attract and retain the best CX talent. 

Locating and attracting the best CX talent today requires the ability to offer flexibility and support. You should engage your teams constantly and center programs around their needs to create an impactful experience. You also need to show that they can develop new skills, at the same time, offering more flexible hours than a traditional contact center.”  Webhelp Group Chief People Officer – Francesca Zanisi

Technology can also be used to help augment the individual team members. Artificial Intelligence (AI) can listen to customers and direct the advisor towards the next best action. Automation can reduce the need to use multiple systems – most repetitive actions can be removed. Tools like Polyglot can help agents to work across different languages – an advisor offering text support on WhatsApp can work in English, even if the customer is sending messages in a different language. 

“Technology now plays a central role in creating a flexible virtual contact center that can be accessed by customer advisors from the office or their home from anywhere in the world. The consistent experience and collaboration that the right platform can provide helps to foster a shared environment for people engagement and service performance. In addition, the various technology solutions deployed in modern customer service operations can augment the role of the advisor and help them to be more effective when helping customers. This also gives the customer more options and a better experience.”

Webhelp Group CTO – Yan Noblot 

Modern customer service solutions need a wide range of skills. The customer service advisor is no longer the only consideration. Network and security expertise is required. Software developers are required to build bespoke solutions and code automated systems. Data analytics and AI is required to create insight into customer behavior and preferences. 

For all these reasons, accessing CX talent is no longer about just finding a steady supply of advisors for your contact center. The solution requires a wide array of skills and people that want more flexibility in their work location and hours. By blending individual locations and using a strategy, you can create the best combination of flexibility for the customer service employees and a resilient customer service operation. 

A recent paper explains the Webhelp Anywhere methodology and the Frost & Sullivan research in more detail.  


Why 2022 is the year you should consider Business Process Outsourcing

The business process outsourcing (BPO) market continues to grow at pace.  Valued at $232 billion globally with forecasts in place for continued growth in the next 5-10 years, it’s a market buoyed by the uncertainty businesses of all sizes face on a daily basis.  Increasing costs, technological advances, huge pressures on staffing and recruitment all place pressure on businesses to become as agile as possible and to be able to operate effectively in a changing and often unpredictable environment.   

This uncertainty is leading businesses to consider the benefits of BPO and to understand how the right partner can help them navigate this challenging environment, working together to deliver what’s important – creating positive, valuable customer experiences. 


Five reasons to consider Business Process Outsourcing

You need to supercharge your digital transformation journey

The pandemic has exacerbated the need for digital transformation across every sector and a significant number of businesses look to an outsourcer to support their transformation journey. From deploying the right technology, to assessing existing digital journeys and creating the optimal balance between digital and human solutions, BPOs can support businesses to develop and deliver large scale, customer-led digital transformation programmes. 

Thinking specifically about our work with clients in the digital transformation space, we’ll typically focus on areas such as digital customer experience, self-service and multi-channel strategy, deploying our team of customer journey and analytics consultants to look at key drivers of customer demand, removing barriers to digital adoption, creating revenue opportunities and general best practice digital CX strategies. 


You need the confidence that comes from shared commercial objectives

Creating commercial certainty in an uncertain world has never been more important.  A modern, innovative BPO provider will work closely with its clients to develop shared commercial objectives.   

This approach supports the development of long-term, outcome focused, strategic partnerships where costs are better managed, customer experience is enhanced and the traditional cost-to-serve, transactional based model is consigned to history. 


Your operating model is inflexible and in need of modernisation

It’s our view that when businesses are considering BPO services they can often need a solution that is unique to their situation.  For some, this can be a need for a scalable, virtual and home-based solutions, while others may require a full on-site solution across multiple geographies. 

We offer clients a completely elastic operation as standard, supporting our people to work from wherever they are and however they want to work.  For clients, this delivers an always-on, cost effective solution, customisable across multiple geographies and languages, and with access to specialist skills as required – combining to offer a solution capable of meeting their short and long-term customer operation demands.


You need a solution to short term, unpredictable demand

BPO providers offer valuable, long-term partnerships but there can be instances when businesses have a short-term, immediate demand challenge.  Offering flexible demand solutions, where BPO providers rapidly deploy teams to meet short term spikes in customer activity offers a cost effective solution to customer demand-related challenges whilst ensuring positive customer experience throughout. 


You have limited access to highly specialised services and skillsets

The growth of the digital customer continues and with it comes differing customer journey challenges.  BPO providers offers solutions such as:  

  • Data and analytics expertise to support businesses to help them truly understand their customers and their needs.  Modern BPOs embrace the wealth of data available from front-line, real-time customer interactions and turn this into actionable insights aimed at delivering transformative, personalised and innovative customer experiences 
  • Digital content services to moderate and manage the content on digital platforms and websites.  Content moderation in particular can be a huge drain on resources in an environment where users expect their content to be published in near real-time – BPOs can offer a combination of highly experienced content moderation experts and automation tools to support the best possible user experience  
  • Secure payment services that offer safe and simple solutions for customers and organisations within the online space 

 


Taking the positive next step

Business process outsourcing can be an incredibly positive step for businesses of all sizes, from fast growing companies scaling up their operations to established businesses looking to start, or take the next step on, their digital transformation journey. 

And the benefits are wide-ranging.  Commercially, there’s improved cost effectiveness, increased revenue and profitability, operational benefits can include reduced call times and improved first contact resolution whilst from a customer sentiment perspective, there’s improved customer satisfaction, increased net promoter score and greater brand advocacy, to name just a few. 

At Webhelp our focus is on supporting clients to design, deliver and optimise human experiences for today’s digital world.  Contact us today to discuss if the time is right for you to consider your Business Processing Outsourcing options. 


Mark Guest

Managing Director (Customer Solutions) 

Get in touch
SHARE

Black Friday, reliability and attractiveness the key components for your online strategy

Black Friday, known as an American consumer tradition and one of the busiest shopping holidays of the year.

This event is traditionally known for shoppers to line the streets, waiting for stores to open the day after Thanksgiving to pick-up what they hope will be the bargain of a lifetime. In recent years, Black Friday, closely followed by Cyber Monday, has now transpired and  adopted across several other parts of the world.

In the mainstream media, Black Friday is typically represented by crowded scenes of over-excited and frustrated shoppers, fighting it out for that last item on the shelf and taking items from each other’s shopping cart. Over the last few years, many retail activities have shifted online. This shift to digital platforms has steadily grown, and due to 2020 events, this has skyrocketed. Many retailers online are even starting promotions early to gain traction to their platform and the opportunity to retain customer loyalty.

According to Adobe, in 2019 US Black Friday online sales beat all previous records, at an astonishing $7.4bn, up from $6.2bn in 2018. CNBC reported that Cyber Monday was an even bigger day for online shopping than Black Friday, with sales totaling $9.2bn, up 16.9% on 2018. From 2019 to 2020, sales increased by a further 22% to a record astonishing $9bn.

Integrated omnichannel experience

It’s not hard to imagine that the momentum will persist, and Black Friday will drive even more customers onto their phones, tablets, or laptops. Businesses now attempt to avoid crowded in-store events, to safeguard their customers in the COVID era and simply follow this trend we have observed over a number of years now. Doing so without losing retail sales must go through a strong Digital Content strategy to meet customer demands and ensure an integrated omnichannel experience.

Consumers have become intrinsically used to shopping from the warmth of their home, therefore a successful Black Friday via online channels is something all retailers are hoping for. To ensure a successful campaign, it is key businesses content strategy is aligned with those ambitions and consumers expectations.

Managing content to attract and convert customers

Attracting consumers with the right content against the competition and ads that are displayed to them, requires a streamlined catalog management process. This ensures online users land on a well-managed platform, with a catalog that shows the right promotions and the right products for them. That being said, following your marketplace’s guidelines and ensuring a smooth and homogeneous experience are key challenges for conversion and retention.

At Webhelp, we are fully prepared for this event. We have a highly successful track record of managing peak demand in terms of partner onboarding for the international retail and logistics brands we support.

Case study: leading online e-commerce and marketplace platform in Turkey

View more case study videos

Behind the scenes, this success hinges on an incredible amount of preparation and hard work from our team of experts, and of course close collaboration with our clients, supported by our strong processes and sourcing capabilities in finding the right, specialized resources.

 

Technology and expertise combined

Every year leading up to the peak period, we create an exciting atmosphere to support and motivate our talented experts. We focus on motivation and ensure we reward people for their hard work. Along with the energy and commitment of our teams, technology and adaptability also plays a huge part to ensure we offer a smooth and seamless experience for our partners and their customers.

The skills and expertise that our teams have shown by quickly reacting in order to prepare for key events in a retailer’s calendar year, is reflected in the highly positive feedback that we receive from our client partners. This year is no exception as Black Friday and Cyber Monday will create added pressures for the retail and logistics sectors where our teams continually provide a game-changing experience. Our talent, global footprint and stable infrastructures are capable of efficiently creating success for our clients by providing their customers with an exceptional online shopping experience.


Contact an expert

 

Thomas Japy

Digital Content Services Business Analyst

Contact Thomas
SHARE

Role of Data

Anywhere, Anytime, Any device

In the post-pandemic world, customers expect to interact with brands on their terms – via their preferred channel, and at the time and place they want.  

With demand for digital channels spiking, brands must now integrate all forms of communication which are relevant for their specific customers – such as chat bots, SMS, web, mobile apps, phone, email, video, WhatsApp and Messenger. 

Here, we discuss three trends in demand for new channels to optimize CX while retaining operational control – a topic explored more fully in the CX21 series.

Provide a seamless user experience

Many customers want to proactively investigate, and self-serve, solutions to problems – often using multiple channels simultaneously for a speedier resolution.  

What people will not tolerate is brands wasting their time by failing to manage the complexity of the omnichannel environment. In reality, that means being asked to provide the same information multiple times or being sent down ‘dead end’ or circular channels, where it’s impossible to complete transactions. It’s vital that customers can complete journeys in any, and all, channels provided by the brand – be it an app, website, social channels or bot. 

Advanced firms recognize that multi-experience is a strategic priority. They’re investing in cloud contact centres which enable them to integrate all their business operations – from sales, customer service, CRM, and marketing, which helps customers to switch easily between channels. It also ensures technologies work together, and provides a ‘single view of the customer’ across online and offline experiences.  

Design with the customer in mind

Brands must resist the temptation to implement ‘cool’ new channels for the sake of it – effectively putting tactics before strategy.  

The journey to multi-channel should always begin with a “human sense of design thinking” – gaining a genuine understanding of what your customers are trying to achieve, and the journeys they’re taking to get there.  

For consumers, the priorities are most likely to be convenience and simplicity. When introducing new channels, it’s often easier and more practical for brands to introduce bolt-ons for existing customer technology, rather than introduce clunky proprietary apps – many of which to date have collected data but added little value to customers. 

With demand for digital channels soaring, consumer expectations are increasing, above and beyond phone conversations with advisors. In reality, these calls are often the “human last resort” for people happy to self-serve, thus brands should recruit and assign highly skilled advisors to handle these complex queries. 

In short, customers love digital channels – but their primary concern remains the ability to easily complete transactions – whatever the channel.  

Role of data

Providing an opportunity for great CX anytime, anywhere and on any device marks a clear win for consumers. But it also enables intelligent brands to secure a competitive advantage – through gathering, centralizing, and mining data from the entire customer journey.  

Brands will need to use AI and analytics to create the customer profiles which underpin future products and services. These data-led approaches help to exceed customer expectations, cement customer loyalty, and refine multi-channel strategies.  

And that’s a wise move, because delivering a robust multi-channel environment is not a one-off exercise; brands will need to make a long term, operational commitment, and a team of people to continuously assess and improve performance.  

The shift to multi-channel will put clear water between CX brands. Those which streamline channels, apply human design thinking, and harness insights from powerful data, will maintain ‘sticky’ customer relationships  – delivering experiences well beyond purely transactional and reactive services. Brands which don’t engage with multichannel risk reputational damage from wasting their customers’ time on poorly-designed journeys which prioritize channels over user experience. 

Discover our CX21 series that explores the major trends, opportunities, and challenges in the world of CX in the 21st century, focusing on how brands can thrive in this dynamic context. 

SHARE

Buy now pay later

B2B - Buy Now Pay Later, a new payment standard: 4 ways to stand out

Buy now pay later

Now is the time! The opportunities offered by Buy Now Pay Later (BNPL) appear to be massive for B2B. When offering their payment methods, platforms and marketplaces should choose to stand out from the rest, as recommended by Meriem Ouenniche, Client Solution Manager at Webhelp Payment Services.

This is no longer simply an option, it’s a standard: Buy Now Pay Later is experiencing exponential growth in the area of B2B. It is noted that this credit purchase option has been offered in e-commerce and B2C marketplaces for years by fintechs such as Younited Credit or Klarna, who are now transposing their solutions to B2B. Buy Now Pay Later (BNPL) allows marketplace operators, sellers and buyers to access deferred payment solutions.
But is this not “merely” a new credit option? Here are the arguments suggesting that this phenomenon deserves to be looked at more closely:

– It is true that credit is nothing new in B2B commerce, but we are conscious of a new desire on the part of Buyers and Sellers for a solution that is perfectly integrated with the shopping experience. This “way of thinking” comes as no surprise: millennials represent a significant part of the workforce in companies, and 73% of them are involved in B2B purchasing decisions*. As keen supporters of B2C purchases on ultra-optimised platforms (eBay, Amazon, Cdiscount, etc.), they aren’t ready to give up this quality of experience in the workplace.

– From the perspective of Sellers and the business platform, BNPL is seen as an opportunity to increase the value of the average basket, to enhance customer involvement and loyalty, to reduce financial risks and to focus on the business and growth rather than on payments.

– From the Buyers’ perspective, VSEs and SMEs are a very receptive target for the benefits offered by BNPL, as long as the operations and formalities are straightforward and fast. These companies are looking for more flexible and less restrictive alternatives to the credit solutions offered by conventional banks.

4 ways to stand out with BNPL

In a context of rapid change it would seem appropriate to offer Buy Now Pay Later in the following 4 areas of differentiation:

1) You need to offer a highly personalized shopping and payment experience

The buyers must feel understood, listened to, and that their preferred payment methods are taken into account. Analytics and AI seem to be particularly relevant in this new purchasing ecosystem, thanks to their ability to personalise the customer experience.

2) Your payment solution should make it possible for the seller to be paid more quickly (instant pay out) and for the buyer to pay on the payment date that suits them (which may differ from the one proposed by the seller)

Scoring plays an essential role in the analysis and evaluation of the buyer’s profile in order to define the appropriate credit line and thus limit the risk of non-payment.

3) Your payment solution needs to be fully integrated, fluid and seamless

In contrast, a complex payment experience will, in the long run, prove to be a deal breaker. This shows the importance of continuous, dynamic improvement of the user experience (UX).

4) Your payment solution needs to be comprehensive and flexible

To meet new market demands, it is recommended to offer BNPL solutions in order to support B2B marketplaces in their growth and diversification of their offer.
As a PSP (payment service provider), Webhelp Payment Services covers the entire spectrum of B2B payment services through a scalable offer adapted to the client’s needs: scoring, onboarding of buyers & sellers, pay in / out, white label invoicing, dunning, debt collection, credit insurance, BNPL, etc.

 

*According to a report published by Merit.

To find out more about this topic

SHARE

The future of outsourcing: Let’s talk innovative, agile, strategic commercial models

In the latest in our series looking at the future of outsourcing, Webhelp’s Managing Director (Customer Solutions) Mark Guest looks at the growing need for commercial certainty as organisations consider the merits of outsourcing critical operations. 


Despite the many difficulties of the pandemic, the Business Process Outsource (BPO) industry is arguably experiencing the most extensive adoption of outsourcing services in a generation, revealing common themes and new challenges to overcome. 

Outsourcing buyers are keen to optimise their partnerships to maximise investments in people, data, technology, and transformation. Against this backdrop, organisations are looking for certainty related to performance, requiring commercial arrangements that boost confidence in their partners and offer more than the traditional—and frankly unsustainable—cost-to-serve model, which centres on billing for large numbers of transactions. 

Outsourcers have an obligation to recognise this buyer shift, with our approach being the development of a model that has proven to be transformational in delivering clients the certainty they require in this incredibly uncertain time. The concept relies on strategic, outcome-based partnerships, where clients and outsourcers work together on shared commercial objectives. Most notably, this approach involves sharing the risks and rewards of outsourcing services, relieving the pressure from clients’ purchasing decisions.  

This article will explore the fundamental tenets of this evolving commercial model, highlighting how innovation, flexibility, and agility can enhance an outsourcing strategy and lead to success for both sides of the partnership.  


Outcome-focused commercial agreements

“The success of an outcome-based agreement depends heavily on access to technology, access to people, and access to data”

When organisations begin outsourcing, they’re hoping to achieve specific outcomes such as cost reduction, increased efficiency, improved customer satisfaction, revenue generation, or a combination of each.  With an outcome-focused commercial model, these strategic objectives are directly tied to service delivery, meaning that elements of remuneration are only payable when outcomes are delivered. As such, the level of financial risk and reward linked to service delivery is highly dependent on each business’s risk appetite. 

For example, if a client tasked us with transforming their customer experience, we would identify how to measure progress—perhaps through net promoter score, customer satisfaction (CSAT), or first-call resolution—and develop jointly agreed SMART performance targets to track the progress against these key outcomes. 

The success of an outcome-based agreement depends heavily on access to technology, access to people, and access to data, all of which enable the outlining of fair costs and achievable goals based on the information given provided by clients. In our partnerships, if we find any inaccuracies or our client cannot fulfil its dependencies, there’s the flexibility to review the commercial commitment to ensure its suitability over the long term.   

There is always a certain element of risk when partnering with outsourcers to achieve long-term goals, but by offering an outcome-based model, outsourcing providers are helping clients to better manage that risk, focusing on delivering results, not promises.   


Financial agility

“In adopting a financially agile approach we can help clients remove, or at least minimise, cost-related barriers to outsourcing and digital transformation.”

Historically, Webhelp has always positioned itself as an entrepreneurial, creative brand in the commercial sense. Our willingness to adapt commercial structures to fit client needs has enabled the creation of partnership-centric contracts that provide significant value for both sides of the relationship.     

Outsourcers with significant size and scale should be able to offer a level of financial flexibility that helps partners advance quickly towards their CX goals. For example, suppose an organisation is operating a 500-seat internal contact centre that is underperforming. In that case, there are several financial commitments and liabilities to deal with before switching to an outsourced model, such as facility costs, staffing, technology, and equipment. All these costs mount up and can delay a successful transformation, so it’s imperative to find a trusted outsourcing partner with the financial agility to support the organisation on its journey.  

In adopting a financially agile approach we can help clients remove, or at least minimise, cost-related barriers to outsourcing and digital transformation. This type of flexibility gives organisations the agility to deliver a robust, accountable and achievable transformational programme without being held back by their existing liabilities. 


Commercial certainty

While an outcome-focused model involves some level of certainty, by linking the commercial agreement to outcomes, commercial certainty is more about reducing financial risk for clients on the outsourcing provider’s behalf.   

It’s not an approach that works for everyone, and considerable due diligence is essential. However, for outsourcing partnerships of significant scale or tenure it can be an approach worth exploring – our experience has shown that when planned and executed properly, the commercial certainty model can produce wins for both sides of the partnership. 


Commercial creativity

The final tenet of an evolved commercial approach speaks for itself; commercial creativity exemplifies an ability to listen and work with partners to develop commercial models that meet their business needs whilst ensuring partnership creation and value for both parties.  

As a global company, we’re thinking creatively on an international scale. The appetite for outsourcing constantly evolves in every region, defined by various domestic and global trends. In this ever-changing world, being commercially agile is essential to meet clients’ specific needs in every type of vertical market.  

From a Webhelp perspective, if we can work creatively on commercial partnerships and give our clients comfort in the long-term value of outsourcing, we’ve done our job right.  


Conclusion

“Our creative, agile, outcome-focused commercial agreements have helped us establish healthy foundations for building strategic, long-term partnerships based on trust”

The client/outsourcer relationship has to change. True partnerships, underpinned by innovative, flexible, and strategic commercial agreements, allow clients and outsourcers to focus on what matters most: creating game-changing customer experiences.  

By taking an innovative and flexible approach to commercial constructs, we’ve found that senior customer and operational leaders within our clients’ organisations can confidently present outsourcing services as a solution to better manage costs and, ultimately, deliver an enhanced customer experience.  

Our creative, agile, outcome-focused commercial agreements have helped us establish healthy foundations for building strategic, long-term partnerships based on trust, which—in a world of uncertainty—has been paramount to the success of our clients and their experience of the outsourcing industry.


Mark Guest

Managing Director (Customer Solutions) 

Get in touch
SHARE