Keith Dawson's Analyst Perspectives

The breadth of customer experience (CX) solutions created by software providers in recent years has expanded into new areas, usually related or adjacent to existing, more traditional toolkits. Most providers in the space began as more-or-less pure play contact center software providers, so the CX toolset starts with that set of technologies. Products are grounded in core functions for service delivery, like interaction handling, labor management and customer tracking. Some software providers...

Field service is an often-overlooked area of the service equation, in part because managing its operations involves tools and activities outside of normal contact center models. Field service has a communications component, which is partly handled by contact centers. However, the bulk of field service management activity has to do with organizing the work of technicians and dispatchers. It also requires constant attention to informational resources about products, assets, locations, real-time...

Software providers have identified “openness” as a key consideration for contact center buyers. Since there is no generally accepted rule about what makes a system open, it makes sense for us to examine what components contribute to that quality, and why it should be thought of as a good thing.

Verint is operating in quite a different marketplace for contact center and agent management technology than existed five years ago. We have seen tremendous innovation and expansion of the available technologies for running centers and optimizing the performance of the human labor pool, as well as an explosion of tools built to automate customer interactions.

With a flood of artificial intelligence-related tools now available for contact center buyers, it can be helpful to take a step back and review where buyers can expect a quick return on investment and maximum improvement in efficiency and productivity. For now, it appears that there are three broad buckets into which contact center-focused AI applications are clustered. They all relate to agent behavior and activity, including:

Sprinklr’s analyst day in September was an opportunity for the company to dive deeply into its progress in pivoting its product offerings to align with a broader perception of the market for contact centers and adjacent customer-related applications.

It is unfortunate that business-focused digital communications are sold under three different headings: Contact Center as a Service (CCaaS), Unified Communication as a Service (UCaaS) and Communication Platform as a Service (CPaaS). (And that just counts the cloud options—let us acknowledge the huge, continuing, installed base on premises.) These are terrible ways to describe complex, varied and overlapping offerings. What distinguishes them are:

Self-service has changed immensely in recent years. It has gotten better, qualitatively, in delivering answers and resolutions to customers. But it has also gotten extremely complex, relying on a basket of new technologies to achieve results. It helps to look at it through the eyes of the three main constituencies that are affected by it: customers, contact centers and the businesses they sit in.

Verint held its analyst conference recently, using the opportunity to flesh out how it is responding to the rapid developments in artificial intelligence (AI) and data-related technologies and to changes in the way enterprises consider the purchasing process for contact center-related tools. 

Field service operations are not often discussed as part of enterprise customer experience planning, but there is a strong argument that they should be seen as an important factor driving how customers perceive brands. Like contact centers, field service teams are dealing with the advance of startling new technologies that can be expensive and disruptive. The flip side of disruption, though, is that it presents interesting opportunities for improving customer-related outcomes.