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Despite the increasing improvement in tracking contact paths, we are still far from the maturity achieved in the purchase journey. This tracking can indeed record the number of visitors or bounces on an authentication page, but without a real vision of the final actions (e.g., the number of downloaded certificates). In fact, each tool, each digital solution has its dedicated reporting and management interface, presenting specialized KPIs, but only for that tool.
In terms of telephony, the reporting will account for received and processed calls, but not always with the desired granularity (by branch, mobile/fixed split, etc.). Moreover, for the same customer, it's often challenging to link calls with digital visits.
The KPIs are compartmentalized by digital contact solutions: on the FAQ, we know the most clicked articles, and potentially the satisfaction. Similarly, for Chat and Chatbot, the reporting will account for the most asked questions, and if there is data on satisfaction, it's only valid for that interaction. As for forms, the follow-up is generally quite limited... Given the number of tools and data sources available, it's complicated to consolidate the data to fully understand the customer's journey and the solutions used. Especially across two channels, voice and digital, which are technically very different. For example, a customer who navigates on the website to find an answer after several steps and doesn't find it, will then call the company, which will handle the call without any vision of the prior steps. Because the company has a fragmented view across several siloed reportings, it cannot make the (right) operational decisions. How to know if a person who consulted the FAQ didn't call afterwards? How to know if a person who made a request via a form didn't make the same request by chat? If they didn't authenticate themselves, making the link is a challenge.
To measure the effectiveness of contact paths, it's necessary to have a 360-degree vision in a single report aggregating all the decision-making data from customer contact paths. This report must be able to link the different solutions as well as voice and digital journeys. Therefore, it's necessary to deploy a common application foundation between voice and digital, basing contact paths on a unique knowledge base of intentions/solutions, allowing to link voice and digital paths through all the solutions. This is the principle of omnichannel orchestration of contact paths. Once the link is made, it's possible to unify the completed customer journey.
After bringing all these optimizations, we have a 360-degree reporting of contact paths from the aggregated data of all existing solutions. To manage them, several questions arise:
First, it's about defining the right organization: who compiles and analyzes the data? Who redesigns the scenarios? Who is responsible? Indeed, the world of telephony and the digital world are two different universes, with different definitions of KPIs. Hence, it's necessary to standardize the understanding of KPIs among teams.
And to know which KPI to build, it's necessary to start from the need and identify the appropriate tracking plan. Then define the frequency and way of retrieving the data, as well as the target support (or centralize the data). The key indicators of the omnichannel cockpit are as follows:
As for improvement levers, they assume precisely identifying the solutions that transform the least to establish a roadmap on their evolution (payment form, mail tracking). Two priorities not to lose sight of: on the volume and the added value of the intention (opening an account vs. balance consultation, for example).
Measuring the effectiveness of all channels for each intention and optimizing the journeys in real time is all the benefit provided by the omnichannel cockpit. Until automatic piloting ?
