Africa

Webhelp: Setting the agenda for BPO CX in Africa

Africa: A continent of near-limitless opportunity for a range of customer experience outsourcing services – but without an informed market entry and execution strategy, a place where global brands can severely damage their reputation.  

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As the pandemic disrupts established offshoring locations in Asia Pacific, global brands are assessing and ramping up alternative offshore sourcing locations within AfricaThe C-suite recognize that the continent offers a clear route to maximizing business continuity and minimizing risk, while systematically reducing operational costs, and achieving a more balanced distribution of customer engagements associated with high quality outcomes.  

We have understood the opportunities well – having grown from a single market entry position on the continent in Morocco, to the current team of over 25,000 people working across seven African countries, serving both English and French language needs, providing CX management services in multiple industries, including automotive, e-commerce, FMCG, retail, airlines and oil and gas. We also continue to learn from these extensive engagements – using insights to optimise market entry strategies.

Webhelp is now one of the biggest customer experience management firms within Africa, but it has taken us 20 years, and a deep level of understanding of all the specific and different nuances associated with each and every country in which we operate in Africa today.  

 As the second largest continent in the world, Africa is home to over 1.2 billion people and makes up 20% of the earth’s surface. It’s home to extreme wealth, obscene poverty, and everything in between – with widely varying levels of political stability and infrastructure availability. It’s vital that brands which are now considering adding Africa to their sourcing portfolio’s view the continent as a long-term, integral part of their business strategy. Most multi-nationals recognize that while critical, the actual delivery of customer experience management is not their core business, and they need support with creating and implementing human experiences in a digital world. In our experience, brands must also balance responsible business, leveraged opportunities, and risks, in order to succeed within Africa.

Responsible Business

Within Africa, young people account for 60% of those who are unemployed, according to the World Bank. Areas hit hardest included Botswana, the Democratic Republic of the Congo, Senegal, and South Africa. As a leading global CX services provider in Africa, with an extensive global footprint, we recognize that we’re uniquely placed to offer employment opportunities and to tackle the social divides resulting from  these high levels of unemployment. So, we’ve created a bespoke and scalable Impact Sourcing Model for unemployed youth, to deliver social reform systematically through all our CX outsourcing work in Egypt, the Ivory Coast, Madagascar, Morocco, Senegal, and South Africa.

Young African man

In South Africa for example, we work in partnership with Harambee Youth Employment Accelerator – a world-renowned not-for-profit social enterprise – as well as multiple governments and customers, using a model for inclusive youth hiring at scale. Through all our contracts, we provide  formal work readiness training, including, jobs, and professional call centre qualifications, to young people aged 18-35 who are at risk of long-term unemployment and economic exclusion.  In addition, we provide bespoke programmes designed to maximize understanding of the sectors in which our clients operate, such as retail. This approach accelerates time to competence, and we are seeing young people thrive in their careers with Webhelp. We are also seeing remarkable outcomes being delivered for our clients’ customers.

So far, in partnership with Harambee, we have supported hundreds of excluded and unemployed young people into career opportunities with Webhelp, either through jobs, or work placements, and we have a firm commitment to increase numbers every year.

Having said that, as a business striving to deliver world class customer experience outcomes, we know that we can’t enter new countries with a ‘cookie cutter’ approach. We were one of the first companies to work directly with our customers in customizing and configuring our Impact Sourcing methods to meet the specific needs and objectives of their businesses.

In terms of talent management, Webhelp South Africa has also partnered with the University of Stellenbosch Business School to launch a leadership diversity programme. By combining formal education with career experience, we can create an equitable pipeline of skilled and talented future leaders. Social value aside, I cannot overstate that we won’t work anywhere in the world without first fulfilling our responsibility to carry out extensive due diligence on countries which we, or our clients, are considering as a place for new business or offshore expansion. 

Our expert team rigorously scrutinize each and every country’s standards in terms of political, economic, social, technological, environmental, and legal (PESTLE) criteria. We use this insight, alongside guidance from the UN, World Bank, and World Health Organisation to ‘score’ each country under consideration for new business. We then deploy a team of subject matter experts who spend time in the country surveying the local labour markets, salary levels and recruitment, before getting all our insights validated by teams of people based within the target country.  

Only when evidence shows that a country meets our high standards on ethics, compliance, and operations, will we consider designing the best way for us and our clients to work there.

Opportunities

With 60% of the population aged under 25, Africa is set to have the biggest number of consumers globally – backed by steadily increasing education levels, improving infrastructure, and a dynamic start-up business culture. Soon, brands will have access to an abundance of highly motivated and skilled people, who due to their emerging global status as consumers, have a unique understanding of the importance of CX.

Young African muslim lady

Not only that, but right now, brands considering investment in Africa can benefit from a myriad of funding opportunities. Many governments across the continent award significant grants to firms which can deliver positive social outcomes – which is one of the reasons why South Africa has been voted the most favoured offshore CX delivery location by Ryan Strategic Advisory. There is also significant funding available through organizations like the Rockefeller Foundation, and the World Trade Organization. 

We encourage competition in Africa because it drives performance. We’re not only looking to build our own business here – we’re looking to develop the whole CX industry in the regions in which we operate. As more and more brands commit to the continent as a key part of their go-to market strategy, we’re expecting to see second, third and fourth generation businesses open up opportunities for local suppliers to gain a foothold into the formal economy, driving economic growth. That means even more momentum on investment, and greater social value within African countries. 

Companies which thrive in Africa now will gain a huge competitive advantage in the long-term.  

Risk

But for every opportunity in Africa, there’s also a potential risk.  

While infrastructure is improving, it’s generally still behind more established offshoring locations, and standards vary widely between countries, so it’s smart to pre-empt potential challenges in terms of telephony and communications. Further, in a continent with historic issues relating to debt, brands may also need to be alert to, and navigate away from, potential corruption issues, as well as the potential mismanagement and misappropriation of African aid. 

It all means that Africa is not a go-to destination for any brands seeking a ‘quick win.’ Firms don’t scale here by luck – they succeed by designing and implementing robust operating models, due diligence and governance, appropriate sourcing, investment back into the available capabilities, and nurturing a pipeline of management talent.  

The operating model we use in Africa, and across the world, is Webhelp Anywhere – a system which enables clients to standardise excellence at any location in a way that’s bespoke to the needs of their business, with a focus on six key pillars – talent, engagement, performance, technology, security, and resilience. We also deploy specialist teams, comprising global and local talent, into new countries to support the set-up and establishment of new services, the combined effect brings assurance to this process. 

Finally, I’d urge any firms considering their operating model strategy, entry into new territories, and business operations, to talk to brands like Webhelp, which have already overcome these challenges and established a presence in a number of countries in Africa. Leaders can save a lot of hassle by getting advice on how and where to invest, avoid pitfalls, and fulfil social value in a country with infinite opportunity.  

About the author

Craig Gibson

Craig Gibson, grew up in South Africa, was educated at Durban Technikon in South Africa and helped to develop the first major contact centre BPO offshore model in South Africa – working across the US, Middle East, UK, Europe and Africa.

A business he started in South Africa was later acquired by Webhelp, which accelerated his work to bridge the social divide in communities in which the company makes investments with its clients, alongside delivering world-class outcomes for them.

Today Craig leads the Webhelp Group’s growth efforts, working with clients to address their customer management needs, he lives in London.

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Altnets are hitting our streets, but are they here to stay?

With vast investments currently being made by altnets on Fibre rollout, Peer Hackman, Managing Director, Telecommunication, Media & Technology at Webhelp looks at why CX differentiation will be key in the competitive UK “Gigabit” market

 

Waking up to the sound of loud drilling and excavators digging up the street is rarely a pleasant experience, but when this happened to me last week, I was happy to learn that the crew from G.Network had arrived to bring full-fibre broadband to the area.

Considering I live a stone’s throw from Google’s new King’s Cross head office and trendy Coal Drops Yard, it is somewhat disconcerting that we’ve been making do with copper delivering about 6 Mbps for the last 15 years. In fact, just one week before G.Network’s arrival, I’d switched to Virgin, hoping to prevent yet another video conferencing disaster.

Having worked in the telecommunications industry for years, I’m thrilled to see that the altnet boom is happening on our doorsteps. Still, is this a short-lived scramble for market share or a disruptive force that will push incumbent providers to compete on a new level? And what can altnets do to extend their longevity in the market?

The altnet push for market share

As they compete directly with only two incumbents, BT Openreach and Virgin Media, alternative networks (altnets) are spending vast amounts of money to claim their slice of the UK’s increasingly competitive “Gigabit” broadband connectivity market.

Whilst relative minnows compared to established players, alternative operators are fuelling growth and account for 57% of homes passed on a Europe-wide basis. UK FTTx altnets are also projected to reach almost 30 million UK homes by 2025, according to the sector’s trade body INCA.

Fibre rollout is accelerating fast, with investment from Openreach, Virgin, altnet providers, and their financial backers likely to exceed £30 billion by 2025. Still, there are significant challenges for independent network operators in their roles as network builders, wholesale vendors, and ISPs.

Challenges for altnets

New entrants to the UK broadband market have to deal with multiple hurdles like future market consolidation and price erosion, overbuild by incumbents, limited access to skilled labour, and the acquisition of land access rights. However, perhaps the biggest obstacle to their commercial success is creating awareness, generating high user satisfaction, and providing positive, differentiating customer experiences for their services.

OFCOM’s 2021 survey of UK broadband ISPs found that consumer broadband satisfaction rates have dropped by as much as 11% for some of the leading providers over the last five years. The COVID-19 challenge was a significant driver of these results. As such, altnet providers can pick up churn from Openreach, its partner ISPs, and Virgin, but “new” customer acquisition will be difficult.

Other issues altnet providers will face include service installation logistics, sourcing and set up for CPE (Customer Premises Equipment, such as routers), customer onboarding, high support requirements through surveying, frequently rescheduled installation appointments, and support over live and assisted channels.

All these factors—combined with Openreach and Virgin’s potentially aggressive wholesale pricing—negatively impact the business case and OPEX profile for altnets whilst affecting new ISPs’ and resale partners’ ability to provide superior customer experiences as competitive differentiators.

Strategies for tackling CX challenges

Assuming that altnet providers can overcome some of the supply-side and demand generation issues, here at Webhelp, we see three areas in particular in need of attention to ensure a best-in-class customer experience.

  • Ensuring reliable, consistent and resilient network QoS (Quality of Service) and QoE (Quality of Experience) after COVID-19 bottlenecks.
  • Better designed services, customer/employee journeys, and touchpoints to provide understanding, confidence, trust, and the ability (by the customer or the provider) to rapidly solve issues across the customer lifecycle.
  • Orchestration of support and engagement to deliver simple, straightforward, and easy-to-find omnichannel customer engagement pathways with first-touchpoint resolution and elimination of multiple handovers.

Let’s add some context to each of these areas and explore them in more detail.

Quality of Experience

With demand levels higher and reliance on TMT services increasing after COVID-19, broadband quality and consistency are top-of-mind when customers make their purchase decisions.

Additionally, as more digital and smart-home services that require resilient connectivity gain traction, providers must track both QoS and QoE and address them on a per-customer, per-service level. This approach can help altnets avoid costly customer service calls and truck rolls or prevent angry customer tweets, which can damage net promoter score (NPS) and word-of-mouth reputation.

To monetise the customer experience, avoid churn, and grow Customer Lifetime Value (CLV), altnet providers must focus on CX metrics, engagement tracking, as well as network KPIs whilst detecting and proactively addressing disconnections, slow response times, frame freezing, and similar issues. Analytics, AI, and customer education can help locate and predict poor QoE, whilst root cause analysis and rectification tracing can help address complaints related to network issues in the home (which is by far the majority).

Backup connectivity options are a positive interim step and may accelerate the growth of 5G FWA as the primary broadband household connection in the future. Still, it could threaten the profitability of fixed infrastructure investments unless providers can clearly articulate related use cases.

Customer journey/experience design and implementation

Once altnet providers have created demand amongst future paying customers—or RGUs as they’re known in the industry—it is crucial to design and implement customer journeys that enhance the frontend, omnichannel experience whilst seamlessly integrating with backend systems, including all relevant OSS & BSS business processes and components.

It is essential to involve customers at the beginning of this design process and throughout, as their input enables providers to improve complex processes, find new value streams, and enhance customer experience and product use.

Initiatives like customer-centric journey analysis, design and re-engineering, test and learn, and best-practice implementation frameworks (e.g. TMForum) can help take the sting out of service launches whilst enabling customers to become more capable of interacting digitally with websites and apps, setting up services, and solving issues themselves, ultimately keeping them happy and profitable.

Orchestrate digital and assisted customer support

Whilst most operators have been pushing for a digital-first approach to customer engagement, around 50% of consumers in all categories still state that “telephoning the call centre is the preferred contact method, regardless of query type”, according to a survey from EY.

The dichotomy here is that several customer segments would happily interact with apps or chatbots as long as a live advisor is available when required. However, voice support is up to 30 times more expensive than digital channels, so altnet providers must find the right balance between channel interactions to acquire, retain, and grow their customer base to more profitable levels.

To achieve better commercial and customer engagement outcomes at lower costs, operators must implement a flexible, scalable, and holistic support ecosystem that delivers exceptional experiences through all preferred customer interaction channels. However, getting there requires an understanding of the business’s current digital maturity and its prospective and existing customers.

Wrapping Up

Altnet providers have introduced momentum into a market that had been relatively static in the past. With government support through Project Gigabit injecting an additional £5 billion to support operators as they roll out across the final 20% of rural premises, growth of the sector is all but assured. However, competition will be tough for altnets, and consolidation is inevitable.

By offering “brilliant basics” that are easy to communicate and simple for customers to understand, along with resilient service performance, and straightforward sales, onboarding, and support journeys, altnet providers can almost certainly find success in the UK market.

Once my current contract has expired in 2023, I, for one, am eagerly looking forward to trying a new Gigabit, 100% full-fibre broadband service provider, having hopefully helped some of them to deliver outstanding customer experience and to grow successfully.


Webhelp to host talk at Retail Week’s Consumer Week 2022

We are delighted to confirm we are taking part in a fireside chat for Retail Week’s Consumer Week 2022.

 

Running from September 13 to 17, Consumer Week 2022 will allow retailers and brands to access exclusive strategic insights across free virtual masterclasses, exclusive consumer research and free online content to identify and influence tomorrow’s shopper.

Webhelp UK’s Chief Customer Solutions Officer, Helen Murray, will host a discussion with Bloom & Wild CEO, Aron Gelbard, to discuss direct-to-consumer (DTC) sales and how retailers can make their offerings stand out to shoppers in a crowded market.

In the chat, Helen – who is responsible for leading Webhelp UK’s business development function and the delivery of client differentiation through enhanced customer experience – will share insight on listening to customers and how maintaining a focus on customer experience is key to delivering sustainable growth.

Helen will also explore how partnerships can support brands to deliver brilliant customer experiences, exceptional brand advocacy and loyalty, all at scale.

Aron will share Bloom & Wild’s customer centric strategy for consistent growth, the changing DTC market and what to expect in the future as well as key learnings retailers can take from their journey.

Helen said: “I’m delighted to be taking part in Retail Week’s Consumer Week 2022 and to have the chance to hear first-hand from retailers about the challenges and opportunities they face in their interactions with shoppers as the sector continues to evolve.

“I’m particularly excited to host Bloom & Wild’s CEO for a fireside chat.  We’ll discuss the importance of listening to the customer and the positive impact this can have on customer experience, alongside understanding more about Bloom & Wild’s customer-focused approach to achieving consistent growth.”

The fireside chat, ‘Tapping into the DTC opportunity: Learning from a retail disruptor’, will be available to view from September 16 and will include questions from registrants throughout.

 

To register your place, visit retail-week.com/consumer-week.


Protect your community of dealers and buyers in the online marketplace

Managing content at each step of the online marketplaces customer journey

Protecting users online is crucial for businesses. It’s imperative to have a safe and secure platform for a seamless experience, and provide customers with trustworthy content to engage throughout the customer journey.

Did you know: 67% of consumer’s fears towards the sharing economy are related to trust, and 73% of people are unlikely to return to a site if ads have poor descriptions?

This paper looks at some of the pain points in online marketplaces, highlighting how Webhelp can offer a comprehensive and game changing solution to ensure a smooth and efficient experience.

Download our insights to learn more and discover our solutions.


 

Author

Thomas Japy

Digital Content Services Business Analyst

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Whitepaper B2B Marketplaces Webhelp Payment Services

Whitepaper: The sun rises - The role and opportunities of B2B marketplaces in a post-Covid world

Whitepaper-B2B-Marketplace

Following our last studies “The spring of B2B marketplaces” (2017), “B2B marketplaces are blossoming” (2018), and “The summer of B2B marketplaces” (2020), we once again joined forces with the strategy consulting firm Roland Berger and Mirakl to take stock of this new year of development for B2B marketplaces.

This new edition, entitled “The sun rises – The role and opportunities of B2B marketplaces in a post-Covid world”, goes further into the new development and opportunities for B2B marketplaces which played a key role in helping businesses continue their activities during the pandemic.

While the growth of B2B marketplaces has thus accelerated, they also face added pressure from B2C marketplaces, as customers’ expectations have also risen. Increasingly threatened by leading generalist marketplaces, B2B players have turned to diversifying their products and developing vertical services on highly controlled and specialized markets to protect themselves. This specialist approach shows clear success potential today and in the post-Covid era, as B2B marketplaces are expected to continue to grow at a strong rate.

We invite you to download this study, which addresses the following topics in detail:

  • The relevance of B2B marketplaces in a post Covid-world
  • Two distinct strategies for B2B marketplaces: digital generalist natives and incumbent B2B players


KYC know your customer

Whitepaper: Using KYC to deliver competitive differentiation

KYC know your customer

Revealing why KYC is no longer just a regulatory requirement but a matter of competitive survival

The process of knowing your customer, commonly shortened to KYC, describes the actions that organisations undertake to verify the identity of their customers. Regulatory compliance is fundamental to an effective KYC operation, but it is only the start.

As brands undergo rapid and necessary digital transformation in response to COVID-19, the importance of the experience created during the KYC process must not be overlooked. From regulation to differentiation, the customer must still be at the heart of the KYC journey.

KYC processes are increasingly viewed as competitive differentiators, for both clients and consumers alike across multiple industries. KYC can be flexed to provide differentiation linked to an organisation’s broader strategy, whether that is delivering a seamless journey for customers, rapid response times or reduced cost.

In this paper, authored by Senior Account Directors Ali Fry and Virginie Raux at Gobeyond Partners, part of the Webhelp group, we review the impact of new technologies, lessons learnt from other digital industries, and two key focus areas for KYC improvement activity.


Frost & Sullivan recognizes Webhelp as a top player in innovation and growth

Global, reputed research & consulting firm Frost & Sullivan has awarded Webhelp with a top ranking in their 2020 Frost Radar™– CX Outsourcing.

Webhelp is positioned as a leader in both growth and innovation, earning recognition for its wide range of solutions across verticals and, importantly, its effective digital transformation services and technology-enabled solutions spurring client innovation, together with its consulting business, Gobeyond Partners.

Deepali Sathe, Senior Industry Analyst – Information and Communication Technologies at Frost & Sullivan stated:

“With its focus on AI, voice and predictive analytics and the use of advanced technologies to future-proof its solutions, Webhelp is able to compete effectively, while maintaining an open ecosystem of partners with a diverse mix of progressive partners to further spur innovation”.

Webhelp’s dedicated start-up CX program, The Nest by Webhelp, and the group’s strong focus on Technology enablement contribute strongly to driving innovation for all stages of a client’s development.

The group’s rapid growth, recognized by the close runner-up position in the Radar, propelling Webhelp to the European CX Outsourcing Services market leader position, and a prominent global position, has been driven through both organic growth, and strategic acquisitions. Today, Webhelp’s services portfolio covers not only Customer Engagement services, but a wide range of additional capabilities such as RegTech, digitization, AI and consulting. Its remarkable entrepreneurial culture has been at the core of the group’s success and vision to make business more human, through the right means for their clients.

Olivier Duha, co-founder and CEO of Webhelp said:

“As a purpose-driven company, we are thrilled to be awarded the honor of this leading position in the Frost Radar™. Our teams of passionate game-changers are constantly looking for ways to do things better, for our clients, their customers, and our company. Changing the rules of the game is a core part of our DNA, as recognized by our strong performance on the innovation index. By making sure the best technologies and innovations enable our people to make a real difference we are constantly moving forward in our quest to create amazing human experiences.”

The Radar is founded on the core value propositions of Growth, Innovation, and Leadership. The robust analysis audits over 1000 providers across 10 key criteria such as innovation scalability, customer alignment, vision and strategy. Each company is then evaluated on efficacy across these themes to determine how well they are positioned to drive growth in the future.


Disruptor series

Emotion: Establishing emotional connections with customers: What brands need to know

Disruptor series

The Webhelp Disruptor Series Part 3:

Emotion: Establishing emotional connections with customers: What brands need to know

Commissioned by leading customer experience provider Webhelp, the study looks at what brands need to know about emotional connections with customers. Survey findings plus exclusive content from experts, sector leaders, academics and frontline employees can be found in this whitepaper, part of Webhelp’s Disruptor series tackling customer experience industry challenges.


What will motivate the customers of the future?

Successful brands all have at least one thing in common, they clearly understand what customers want, and can pinpoint the most effective way to deliver their products and customer services to meet that need. Here we talk to industry experts from both the Webhelp UK Region and our co-brand Gobeyond Partners to find out how the consumer landscape is changing and what this transformation will mean for customer experience.

Customer behavior is changing, how can businesses build interactions and services to adapt to this change?

Helen Murray, Chief Customer Solutions Officer, Webhelp UK:

Knowledge will be the key.

It’s absolutely essential that organisations understand their customer’s journeys and identify how these have changed as behaviours and expectations have shifted as a result of the crisis.

For example, it’s clear that the face of retail has changed, perhaps forever, with many brands catering to a larger, more mixed demographic who are now adopting e-commerce as their new normal. We are all shopping more frequently online and avoiding the store experience. [1]

Subsequently, companies who establish a real depth of consumer knowledge and who uncover and meet their customer’s core motivations and expectations at relevant points on the service path, are the most likely to succeed moving forwards.

Mark Palmer, CEO, Gobeyond Partners

Transformation in consumer trends and actions will become a natural driving force in the evolution of business processes. Being able to identify behavioural change undertaken by a specific demographic and how this relates to failures (and opportunities) in the service process, will be crucial in shifting the dial.

As will identifying how and where to integrate technology to fully support the end-to-end journey and drive a peak customer experience.

What are the stumbling blocks business should be aware of when creating enhanced customer relationships to build recovery?

Mark Palmer, CEO, Gobeyond Partners

Investment in new infrastructure, more advanced service models and increased data capture and analysis will be prerequisite for sustainable recovery. However, speaking realistically, finding working capital to deliver these solutions may be an issue for brands already suffering from economic pressure due to the pandemic.

The ability to make agile business decisions will be imperative and to minimise risk it is absolutely essential that investment is focused in the right places.

Dave Pattman, MD CX Services, Gobeyond Partners

Added to this, consumer confidence is still fragile – although the UK index rose slightly over the summer[2] – and early signs of recovery stand in the shadow of the second wave of the pandemic, now projected to hit Europe hard in the colder months ahead.

Obviously, brands are now challenged to create viable forecasts against shifting consumer demand, and to be adequately resourced to meet them. In this uncertain climate decisions on pivot points such as when to recruit to meet demand and when to reduce outlay become much more abstract and theoretical.

There will be an increased need for increased online services & intelligent automation to meet these fluctuations economically and to increase flexibility and response rates.

How can brands use innovative digital thinking to respond to new consumer attitudes?

Mark Palmer, CEO, Gobeyond Partners

Our recent Whitepaper revealed that, to reorient and flourish in the new consumer landscape, brands must become more adaptable, focused, digital and human. Of these four pillars, the need to become more digital is perhaps the easiest for brands to understand, but the hardest to deliver in a meaningful way.

They know that new online citizens are emerging and that the world of work has undergone a radical change, but they may have difficulty identifying the pain points that this transformation will bring to their customer journeys – and how and where to embed the most useful digital offerings to best address them.

They must seek out resources to help laser focus their efforts to deliver rapid, effective change – and make the most out of their limited resources.

Helen Murray, Chief Customer Solutions Officer, Webhelp UK:

Many organisations will be exposed due to their lack of digital literacy and will struggle to create effective engagement strategies that ensure they maximise the power of digital intervention at the relevant points in customer lifecycle.

If you don’t thoroughly understand the customer journey, it is difficult to automate or digitise processes in a way that will positively impact customer experience. There is also a danger that you may jeopardise future ability to offer additional propositions, products and services in the best window for action.

Customer insight must be embedded throughout the whole digital transformation process, as it provides the basis to offer intelligent next best action tools.

At Webhelp, we are identifying where human support adds value to digital experiences. Providing guidance and support to customers and brands during high value, complex and emotionally important journeys is critical.

Dave Pattman, MD CX Services, Gobeyond Partners

Brands that honestly seek to innovate have to be willing to supersede ‘faceless’ digital experiences and really connect with their customers. Technology is changing the way service is approached, created and delivered, but the juxtaposition of advanced technology and the human touch, must be carefully managed to enhance rather than hinder customer experience. Success will only be achieved through combining the right technology with a human mindset and strong digital strategy.

Finally, the time has come for brands to let go of dated and limiting legacy technologies and infrastructure, which are often swept under the carpet of the digital transformation roadmap. Failure to do this will put them at a serious disadvantage, as innovators will swiftly build the future of service without them.

[1] Forbes

[2] research-live.com GfK Consumer Confidence Index


Whitepaper: Reimagining service for the new world

Whitepaper 14th July 2020

A framework for tomorrow’s successful customer-focused operating models

As the urgency for change and transformation intensifies in the post COVID landscape, some pivotal questions will be raised: How different will service look and feel in the future? How will businesses and their operations need to adapt? And how can employers engage and support their colleagues to deliver on new customer promises?”

This new Whitepaper, reimagining service for the new world aims to address these crucial questions and discover more about how to leverage customer service models in this new world.

This is a joint publication with Gobeyond Partners, part of the Webhelp group, is underpinned by our unique industry perspective and new research to reveal the operating models of the future.

Click here for an instant download: Reimagining service for the new world

And join our mailing list below for invitations to forthcoming events and webinars