SOCAP International


  • Meeting the Changing Demands of Customer Preference

    Posted on: 12/08/2015

    Take a look around you and count how many people are looking at their phones. One person is probably browsing their favorite store deciding what to buy, another is on social media, someone else is trying to figure out why their phone isn’t working and maybe one person is even talking on their phone. It’s becoming a mobile-first world for consumers and this is requiring brands to upgrade their customer experience services to meet changing consumer channel preferences. Unfortunately, there is no “one-size fits all” solution, so it’s vital for most companies to take a multichannel approach– whether it’s serving customers via phone, web chat or in-person.

    Creating a positive customer experience should be the number one priority for brands serving consumers. One poor experience on the phone with a customer service agent can spiral into a PR nightmare as more and more consumers take to social media and blogs to air their complaints. What many customers don’t realize is that often times these customer service agents helping them on the phone are outsourced employees that don’t work directly for the brand. This makes a brand’s customer experience approach even more essential, as priorities need to be aligned across multiple locations and channels.

    Last year, Firstsource Solutions conducted a survey of over 1,000 consumers to find out where customers prefer to resolve their support problems. While half (54 percent) stated that they still prefer to use the phone to resolve a customer service issue, over 67 percent think web chat will eventually become more widely used.

    Take the viral Netflix customer service conversation via web chat as a modern example of why web chat is growing as a standard customer support option. When a customer was having problems with a television show he was watching, he turned to the web chat option on the Netflix website to find out what could be done to resolve his issue. The customer service representative serving the customer in need started role-playing in Star-Trek laden language:

    Customer: I’ve got a problem to report.

    Agent: This is Cpt. Mike of the good ship Netflix, which member of the crew am I speaking with?

    Customer: Greetings, Captain Lt. Norm here. Engineering has a problem to report.

    What followed was a hilarious conversation that lasted roughly ten minutes while the customer representative figured out and resolved the customer’s problem with laughter resulting on both ends. The customer was so pleased, he posted the conversation online, allowing millions to see it. The real winner here was Netflix, which received endless positive PR of how great their customer service is – all over a silly ten minute conversation online.

    Web chat is a proven cost saving customer solution for brands, but regardless of its effectiveness, the need for human interaction will always be a requirement for most companies. Take my personal experience as an example. When I knew I had an international vacation coming up, I called my phone service provider to find out how much it would cost to add international data to my plan for the month. This wasn’t a conversation I wanted to have online since I had several questions about the process, logistics and costs. The conversation took less than ten minutes via phone and I walked away a happy customer with the ability to use Google Maps wherever I please while on vacation.

    What’s the difference between these two examples and why do we sometimes prefer online customer service and sometimes human interaction? Most of the time it comes down to the complexity of the problem the customer is looking to resolve. Trying to figure out why an episode on Netflix keeps looping sounds like a simple problem to fix that can be resolved quickly while chatting casually online. But figuring out how to manage international data that will likely come with extra costs and logistical need-to-knows sounds complicated and I’m relieved to know a person can talk me through it directly via phone quickly and efficiently.

    Another point to consider is that companies can maximize both channels for different customer journeys. Digital doesn’t have to be an alternative channel –the two can be blended together by using digital to complement voice by sending links, video and content while we’re talking to customers. Many of us do this in our everyday lives – chatting to friends while sharing a video or article link. It’s not voice or digital, it can be voice and digital – at the same time!

    From a brand perspective, having both options available for customers has multiple benefits. By seamlessly weaving human interaction with digital options, brands can deliver more positive and cost-saving customer services, allowing consumers to resolve the issues at hand and go back to what they do best: purchasing products.

    Aman_Kathy_headshotKathy Aman is Senior Vice President of Sales and Customer Relationship Management at Firstsource Solutions. She has 14+ years of experience in the Call Center Management industry with experience in Collections and Receivables Management for US domestic companies. Her strengths are in relationship management, business development and finding effective solutions to meet her client’s business needs. Kathy prides herself in honest and straight forward communication; never missing the subtle details that make the difference to her partners. Her experience with Fortune 500, multi-national companies allows her to understand the ever changing business environment her clients compete within.

  • SOCAP 2015 Chapter & Membership Awards

    Posted on: 11/03/2015
    It was a banner year for SOCAP’s Chapters and the Canada Community!


    Membership Awards

    Marie Shubin, 2015 SOCAP National Chair and Chapter Relations Committee Chair, Carlos Suarez, welcomed the following winning chapters to the stage to accept the 2015 Membership Award.  The award acknowledges the hard work of those chapters who met or exceeded their annual goals in membership acquisition and retention. The standards require that each chapter:

    • Achieve net growth of membership this year compared with 2014
    • Meet annual chapter goals for new corporate and individual membership
    • Meet an annual goal of no less than 80% corporate and individual retention

    Congratulations to the following chapters and their chapter representatives who accepted the award on behalf of the entire chapter leadership:

    • Chicago – Elizabeth Tanis (Tyson Foods)
    • Florida – Marcia Gamble (Warehouse Goods)
    • Great Lakes- Lisa Patterson (General Motors)
    • New England – Jon Cox (WellPet)
    • NY Metro – Tara Bischoff (Pinnacle Foods)
    • Ohio – Kelly Napier (Kao USA)
    • Southwest – Shelley Elkins (Dollar Shave Club)
    • Washington DC – Rhett Parsons (Astute Solutions)
    • Canada Community – Linda Grover (McCormick Spices)

    The collective efforts of chapter leadership, SOCAP continues to grow and infuse our association with new talent and industry expertise as well as hold tight to current members so that they may continue to find value in SOCAP membership year after year.



    SOCAP’s Chapter CARE awards are perhaps the most covered awards for our chapters.  This is the fifth year we’ve issued the CARE award to our winning chapters.  To be eligible for the award, chapters must track their accomplishments and activities in four major categories including: 1) Successful execution of Chapter Meetings and Events, 2) Membership acquisition and retention; 3) Effective Chapter Communications and 4) Administration and Chapter Governance.  Each chapter must accumulate a minimum of 42 points to achieve the Chapter CARE award.

    Congratulations to the following chapters and our appreciation to those who accepted the CARE award on behalf of their chapters.  The chapters who received this year’s CARE Award  includes:

    • Chicago – Elizabeth Tanis (Tyson Foods)
    • Great Lakes – Lisa Patterson (General Motors)
    • New England – Jon Cox (WellPet)
    • NY Metro – Tara Bischoff (Pinnacle Foods)
    • Northwest – Heidi Verse (Guthy-Renker)
    • Ohio – Kelly Napier (Kao USA)
    • Philadelphia – Laurel Ardle (Answernet)
    • Southwest – Shelley Elkins (Dollar Shave Club)
    • Washington DC – Rhett Parsons (Astute Solutions)
    • Wisconsin – Jennifer Schneider

    Congratulations to the 2015 CARE Award winners.



    SOCAP is honored to have strong chapter participation by dedicated customer care professionals.  Each year chapters have a chance to honor their own by nominating those who have made significant contributions, leading to the chapter’s ultimate success in 2015.

    We have 13 STAR Award winners this year. These individuals are truly considered stars by their fellow chapter members and have contributed above and beyond the call of duty in helping build membership, plan for and successfully execute great events, managing finances and finding new and creative ways to build member value and attract new organizations to the SOCAP community.

    Georgia Chapter

    Greg L’Amoreau(Alumni)

    Jay Steinworth (GM Voices)

    Kyle Krubeck (Automated Voice & Data Solutions)

    Great Lakes Chapter

    Lisa Patterson (General Motors)

    Chip Rohde (Wilke Global)

    Tim Aulph (North American Bancard)

    NY Metro

    Jennifer Gordon (GC Services)

    Northwest Chapter

    Deborah Sommers (Blue Diamond Growers)

    Justin Bagatti (Cisco)

    Ohio Chapter

    Brent Lowe (InfoCision)

    Southwest Chapter

    Darren Prine (Bright Pattern)

    Brian Giannini (RQA/Action)

    Canada Community

    Pierre Marc Jasmin (Services Triad)

    Congratulations to all the 2015 STAR winners.  We’re proud of your many accomplishments.

  • Leveraging Omnichannel in Customer Care

    Posted on: 08/04/2015

    Almost every company needs to manage an ongoing conversation with customers. It could be for the handling of complaints. It could be that your customers ask for a lot of information before making a purchase. Or it could just be that your customers are particularly social.

    The customer service channel used to be strictly defined; customers were guided to a free phone number or email address. These defined channels were how they could get in touch and communicate with the customer service team, but in the past five years this has been turned upside down.

    Now it is the customers that define which channel they want to use and if a customer makes a choice about the communication channel they prefer then any smart company will reply on the same channel. The explosion of social networks and the mobile Internet has completely changed how people communicate with each other and this has had a major effect on how brands communicate with their customers.

    Think about all the different ways that you have communicated with a company recently. I’m sure that you might have used channels such as a voice call, email, chat or instant messaging, Facebook, Twitter, and product review pages like Tripadvisor.

    You might be even more sophisticated and cutting edge than me, but even this list consists of half a dozen ways that consumers are regularly using to communicate with brands.

    Managing these channels has been a challenge for many companies, but adding extra channels to the existing customer service function isn’t the only requirement. What companies need to manage is a single view on who they are – an omnichannel communication strategy.

    Think of an airline customer who made a mistake during their flight booking. They realize the error and want to find out if it is possible to make a change without a heavy penalty. The customer is in a hurry so she tweets the airline this question then jumps in her car. On arriving at the office there has been no response so she emails the question and then gets on with her work. By lunchtime, with no response to the tweet or email she calls and finds that the agent has no idea that she has already attempted to ask this question twice that morning. The customer then gets angry because the agent says that any booking errors must be rectified within an hour of the booking taking place.

    The customer response in this situation is likely to be a screamed “I did tell you immediately on Twitter” only for the agent to respond, “but I cannot see that information, therefore nothing can be done.”

    Customer service teams need the ability to connect together various strands of data so all customer communications can be overseen, regardless of the channel used. Customers really do hop about from one channel to another today because each channel offers different advantages – often related to time.

    In this example, the voice agent might not be able to answer the question any faster, but if the call is answered and the agent immediately says, “I can see that you asked us a question a couple of hours ago. I can confirm that we can change your details because you informed us immediately” then the satisfaction of the customer is entirely different to the example where the agent knows nothing about any other service channels.

    But to really make the omnichannel work well, you don’t just need a way of pulling together the various channels. Two other areas of planning are critical:

    • Monitoring; often the customer talking about your products on a channel such as Twitter is not directing the comment at you. You need to go out and find what people are saying on various channels so that you can respond – this needs some sophisticated monitoring of blogs, social networks, and review sites.
    • Ability to change; channels are developing all the time. The texting app Whatsapp is quickly developing into a new channel that many customers are using, but if you have outsourced all your customer care to a provider that has a very inflexible contract then how can you add new channels, drop unused ones, and ensure that your customer care team is always ready to help, regardless of which channel is used?

    Managing the omnichannel is about more than just adding multiple channels. It needs planning to work well and it is essential that you get this right – your customers expect it!

    Amit-e1438710816865Amit Shankardass

    Executive Vice President of Marketing, Teleperformance

    Amit is responsible for leading product innovation, business intelligence, brand management, public relations, demand generation, and other associated go-to-market activities for Teleperformance’s EWAP region. Amit brings a tenured history in the BPO arena having served in strategic planning, marketing, sales, product development and operations. Most recently, he served as the Chief Marketing Officer at leading BPO organizations. Amit is a contributor to various publications such as the Wall Street Journal, NY Times, and BusinessWeek. He is a frequent speaker at thought leadership seminars and conferences globally.  Amit has a very global perspective having lived, and being educated, in 3 continents.

  • Social media contact centers: What new teams, training and processes will be needed?

    Posted on: 07/28/2015

    Social media is rapidly maturing and has emerged as a major new customer support channel — one controlled by the customer, not your company. For some major brands, social media now makes up 10% of all inbound volume, and is still seeing swift adoption as most customers move to ‘social first’ forms of communication with the contact center. The immediacy of social media has many customers asking themselves, why would I sit on hold, or email and risk waiting days for a response, when I can just Tweet from my iPhone and get a fast response, sometimes within minutes

    Social media is not like email or chat; its public nature means that a mistake can have huge ramifications for your company. At the same time, its rules and constraints can make mistakes very easy. If an agent is switching between private, traditional channels and public, social channels, they will slow down as they have to constantly re-think workflows and processes.

    Social media also has different consumer expectations from other digital channels. It combines real-time expectations with asynchronous workflow. Responding with the same SLAs as email (often measured in days) would be disastrous — consumers expect a social media response in well under an hour (with first response time for many leading brands now counted in the minutes). At the same time, holding a social media conversation open like a chat would be extremely inefficient; the customer may not respond for 30 minutes.


    Staffing the social contact center

    All of these differences are driving fundamental changes in the operations of the contact center. While some companies may attempt to have ‘blended agents’ who handle a mix of private, traditional channels and public, social channels in the same shift or with the same tools, this is a recipe for disaster (or, at the minimum, significantly worse customer experience and agent efficiency).

    That’s why social customer service requires a different approach, with new teams, training and new processes. As a result, we’ve seen the rise of completely dedicated social customer support teams. These teams are inside the contact center, but with a unique team of agents trained in social media, being managed separately. Having a dedicated team is the best way to get started with social customer service. Training a small number of agents is simpler; and it’s easier to reinforce the right behavior, with constant attention. New policies and behavioural norms need to be created, often from scratch or on the fly, so it’s important that these can spread quickly between the agents.

    Social media focused executives must keep two main considerations, however, when building a social contact team: resourcing and agent satisfaction. Resourcing for social customer service requires different forecasting methods. If inbound volume in social media spikes and you have stable volume on other channels, you cannot move your other agents onto social media. The risks are too high when any tweet they send could be seen by millions. Unless you have a very large dedicated team, it can even be hard to match normal shift patterns to varying volume needs over the course of the day and week; and offering 24 hour service can be a nightmare to implement. Combined, this can mean huge backlogs and wildly varying SLA performance.

    Agent satisfaction can be higher owing to social media customer service in general being more informal and more human than traditional channels. Social agents often have more freedom, and enjoy their work far more than over traditional channels. The social media team is a highly coveted role for most agents. Although this is great, having a dedicated team limits this benefit to a small number of your agents. Widening the pool increases agent satisfaction more widely — reducing staff attrition, which can have a huge impact on the bottom line.


    The well-oiled machine

    Blending resourcing and agent satisfaction can lead to a more unified customer data and reporting across channels. With training, processes and management clearly established in many companies, it’s now time to help spread the workload and bring more social media savvy agents into the fold. Instead of a team of 10 dedicated social agents, you should be looking to train a much wider base of your digital agents in social media, who can each take dedicated shifts in social media according to demand.

    This approach allows you benefit from significantly more efficient resourcing, the ability to hit consistently high SLA performance, and to have higher general agent satisfaction. It also makes you much more ready to deal with sudden social media spikes or crises.

    Social media has grown phenomenally over the past few years—but now it is time for social media to grow up. The time of separate, dedicated social teams—whether within the business as a whole (usually run by marketing), or inside the contact center—is drawing to a close. The future is one of social deeply integrated into the contact center, no longer treated as an ungainly step child, but instead the best way of engaging with a mobile, social audience. It’s time to put social first, but not social alone.

    Paul_Johns-e1438116636919Paul Johns has served as CMO for a variety of young technology startups, bringing them public by defining company strategy and developing advocacy, as well as growing each business through product development, channel marketing, partnerships and acquisitions. Paul was previously Global Head of Marketing Communications at Thomson Reuters. Prior to that, Paul held various CMO positions at successful companies, including Genesys Lab, Orchestria, Axiom Systems and Broadbase Software (now Kana).

  • 15 Best Practices For a Seamless Customer Experience

    Posted on: 07/23/2015

    67% of online shoppers have made purchases that involved multiple channels in the past 6 months. Yet, only 7% are extremely satisfied that brands provide a seamless, integrated and consistent customer service experience across channels. In order to maintain a consistent experience for customers across all channels, the proper data needs to be available and messaging tailored to the specific medium in which it is delivered. Here are a set of best practices for providing the highest level of service to multichannel connected customers: 

    Training & Quality 

    • Create a baseline experience or “feel” that will be associated with the brand and consistent through all channels. This can be achieved through front-line employee recruiting profiles, visual branding through company logos/imagery, and having a mission statement and values that are clearly understood by all employees. Once a foundation is built, monitoring and ongoing development is needed to maintain high quality service levels.
    • Robust training is necessary to ensure front-line representatives are communicating the brand the way it should be. It’s important for management to be involved in the training process, especially during the first few days as it will help new hires to feel valued.
    • Team Leaders should be provided with clear daily, weekly, and monthly expectations for the number of contacts that should be monitored and frequency of coaching sessions that should be administered. The coaching sessions should be observed through triad sessions with upper management and skip-level meetings between front-level employees and upper management. Training should be an ongoing process that involves feedback from the brand itself. 


    • Take the time to review chat logs, customer emails, keyword searches, and call center recordings, as the data recovered will highlight common issues. Watch for similarities in customer complaints such as what channel they’re using, response time, or unclear explanations.
    • In addition to complaints, channel usage data will clearly show which channels are underutilized and can possibly be cut from the customer service offering. It is important to be present in multiple environments, as some customers will feel more comfortable reaching out through one medium than another. Offering multiple channels will avoid alienation for particular customer segments and ensure consumer issues are communicated to the support team as opposed to being left alone and ultimately, causing the loss of a customer for the business. As important as it is to have a multichannel service offering, it’s more important to be where YOUR customers are. If your customers hate reaching out through live chat, and usage numbers are consistently low, it might be time to rethink that specific channel in your strategy. Taking this approach will focus and maximize CSR support and resources. 


    • There are approximately 1.08 billion smartphones active in the world today (Smart Insights). Many are using their smartphones to make purchases and interact with brands, leading many of these brands to make mobile a top priority in their customer care strategies. One issue in particular getting a lot of attention is the proper development of company mobile sites. Mobile sites can often be frustrating for consumers if they aren’t designed correctly. Mobile sites should be tested from various devices; what works great on an iPhone might work horribly on an Android device.
    • Stay ahead of the curve by keeping up with new technological advancements. Adopt and test new formats and become experts in each preferred choice of communication. 


    • Keep all of your employees on the same page by updating them on the most current online and in store experiences, product changes, recalls, etc. Review common questions and complaints that come up and how they should be answered, specific to each channel. It is also important to be transparent, if directed, in customer interactions. Perhaps they don’t know about a particular update or product that has recently been released. They may discover they prefer a new option to an old one they were accustomed to.
    • Provide seamless and integrated communication across all channels, allowing for a consistent consumer experience, regardless of the contact type. This will eliminate having to re-hash the consumer’s issue from one contact type to the next. Quality should be performed with the same effort and time over each channel and be similar in its elements to ensure a solid benchmark of account performance, as well as a consistent consumer experience.
    • Be transparent with the brands you work with. Communicate and clearly explain channel specific metrics. For example, response time/service level are critical issues for phone, but can be extended for email, or understanding that it is not always best to have the same CSR’s handling a combination of channels. 


    • Encourage customers to use self-direct learning or self-help when possible, by providing them with links to where they can find the information they’re seeking online. This will not only reduce calls or emails to the center, but also increase the level of convenience for the customer, as they can access the information they’re seeking at a time that works best for them.
    • Customer inquiries should be responded to as quickly as possible. Calls should be answered within 30 seconds of entering the queue and emails within 24 hours. Templates can be used when replying to consumers via email, increasing processing speed of the files. Reps can be empowered to customize email templates to ensure their emails address the questions and concerns brought forth, and when appropriate, also be able to compose written communication from scratch.
    • If a second email is received from the same customer, choose not to email back, but rather to call the guest for a more personal resolution. This helps to build the relationship between the customer and guest relations and their confidence in the service level of the brand.
    • When call and email queues become very busy, priority should be given to inbound calls and then emails. All applicable agents should reply to emails in between receiving calls. If they’re working on an email when a call comes in, they should put it aside to complete once their call is over. Balancing service levels is not only important to fulfill business and contact requirements, but also to respond to the guest in a timely manner. By dedicating time and agents to different duties, will increase productivity. 


    • Don’t wait for your employees to get bored with their work, inspire them to compete in a healthy way with their fellow co-workers. Create various agent and leadership incentive programs to drive specific behaviours in each channel.
    • Your customer care team should be proactively reaching out to customers to communicate upcoming changes, news, etc., through multiple channels, with the same consistent message. Ensure your staff is properly educated on all changes and the best way to communicate them to customers, to avoid surprises.

    Following a set of best practices helps us evaluate our efforts, keeping strategies and techniques that work and implementing/adapting other best practices to see if they can help us achieve our goals. They allow us to develop customer loyalty, communicate in a clear, consistent way, and provide flexible, customized, and calculated customer service that ultimately keeps both customers and our clients happy.


    Picture1-150x150Matt Wheatley – Vice President of Customer Experience (CX)

    As Vice President of Customer Experience, Matt is responsible for supporting all existing customer relationships, including implementation, revenue streams and transforming voice of the agent information into actionable customer insights.

    Matt has been with 24-7 Intouch since 2010, holding multiple roles within Business Development and Social Media Management. He has worked with strategic business partners to incorporate technology and enhance the company’s product and service offerings.

    Prior to joining 24-7 Intouch, Matt held senior management roles in Customer Service, Operations, Sales and Marketing. Matt’s educational background includes a degree in Computer Engineering and Masters in Business Administration, both from the University of Manitoba. He is also a professional Engineer registered with A.P.E.G.M.