Customer care: how to involve the whole company and improve the customer experience

Integration of customer service, sales and marketing: the whole company turned to the customer I customer care should not be regarded as cost centers, but arepotential revenue generators. In fact, customer care is a key prerogative for companies, which by being close to consumers and listening to their needs will be able to solidify their relationship with users. Thecreation of immersive experiences brings significant benefits to internal customer experience organizations. For these very reasons, it is important that teams dedicated to customer care are not isolated and poorly connected to other organizations, but musthave the relevant data on customers and its products, so that they can provide personalized and level-headed experiences. After all, it is an expectation of the average customer, who is convinced that data concerning his or her relationship with the facility is shared across departments. Currently, however, only 22 percent of executives believe their teams share data effectively, according to a Zendesk study. A mistake that can cost dearly, since the ability to have a single detailed view of customer data is in fact closely related to the ability to contribute to profit generation. The goal for companies is to break down isolated systems and truly integrate…

Integration of customer service, sales and marketing: the whole company turned to the customer

I customer care should not be regarded as cost centers, but arepotential revenue generators. In fact, customer care is a key prerogative for companies, which by being close to consumers and listening to their needs will be able to solidify their relationship with users.

Thecreation of immersive experiences brings significant benefits to internal customer experience organizations. For these very reasons, it is important that teams dedicated to customer care are not isolated and poorly connected to other organizations, but musthave the relevant data on customers and its products, so that they can provide personalized and level-headed experiences.

After all, it is an expectation of the average customer, who is convinced that data concerning his or her relationship with the facility is shared across departments. Currently, however, only 22 percent of executives believe their teams share data effectively, according to a Zendesk study. A mistake that can cost dearly, since the ability to have a single detailed view of customer data is in fact closely related to the ability to contribute to profit generation.

The goal for companies is to break down isolated systems and truly integrate customer service, sales and marketing. This approach achieves important results such as increased efficiency, better customer experiences, and even increased revenues.

Customer care can become a revenue generation center

Currently only 40 percent of executives, according to the Zendesk study, consider customer care to be revenue-generating, but 80 percent expressed a desire to transform customer care teams into recognized and proven revenue generators. For example, those who see these operations as costs would change their minds if in-depth customer information could be shared across teams (34 percent) or if agents could be trained on how to make effective sales to customers (30 percent).

More and more companies believe thatcustomer experience is the responsibility of all teams and the concept of specifically dedicated service departments has begun to fade. The lines between organizations are increasingly blurred, in part because customers expect unified experiences across channels. For this very reason, companies must be ready to help consumers in every situation, whether it is service or sales.

The Zendesk study also shows that 70 percent of executives plan to expand their agents’ roles and responsibilities over the course of the year, and 72 percent believe that unifying teams and responsibilities will lead to greater operational efficiency. Thus, a redefining the customer service grant, which also involves leveraging technological solutions such that cross-functional collaboration is facilitated.

Breaking down divisions between business departments and generating omnichannel customer care

Breaking down silos and increasing the productivity of the service organization is proving to be an increasingly crucial prerogative for companies. INGO’s solutions allow each individual operator to manage multiple activities, even in the face of a larger customer base and regardless of which channel the interaction comes from. In fact, each individual contact is managed in a unified workspace, where agents can collaborate in the best possible way with all colleagues in the group.

INGO aims to be a partner of choice for those organizations wishing to eliminate isolated data systems and foster the free flow of information between teams, crucial factors in generating an immersive customer experience. An omnichannel software allows you to weave the ranks of customer service and collaborate on various requests with other agents and members of other teams (technical, marketing, sales).