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Finance

REDUCING AGENT CHURN IS CENTRAL TO IMPROVING THE CUSTOMER CARE OF FINANCIAL SERVICES FIRMS

By Jonathan Mobbs, Head of Finance Vertical at Maintel

 

In recent months contact centres have been forced to turn to remote working in order to continue operating. While lockdown regulations are beginning to be ease we are returning to a new normal. In addition to the Covid related changes, contact centres have going through a radical overhaul. More organisations are embracing digital channels as a way to drive efficiencies, while at the same time improving customer care.

Contact centres have been put under tremendous strain due to a reduced number of agents, and with many now working from home, it’s necessary for organisations to try and drive down phone transactions and encourage faster first-time resolution of the issues to reflect business’ reduced headcounts. Enabling customers to self-serve through improved digital channels, such as chatbots and online forms, helps organisations to reduced calls.

However, whilst fewer customers are calling through thanks to self-service, the ones that do ultimately reach an agent tend to be experiencing more complex issues that digital channels can’t resolve. Therefore, agents need to have a higher level of skill when dealing with customers over the phone, especially when it relates to sensitive information such as outgoings and earnings, for example. Using training alone to get agents to the necessary level is costly and often inefficient, especially in the financial services industry.

This shift in customer expectations means that ensuring you maintain the human side of your business is more important than ever. But what can be done to both secure and enable the very best teams to provide excellent customer experiences in an industry with an average agent attrition rate of 40%?

 

Jonathan Mobbs

Formula for improving agent retention

New levels of customer self-service continue to be unlocked by innovations in digital services and solutions. Investing in this new tech can help you drive down calls and reduce costs. However, you must, at the same time, invest in your staff. Agents that feel unsupported and ill-equipped to handle increasingly more complex customer concerns are more likely to leave. In fact, a common concern for many Finance and Insurance organisations is agent retention; 83% of agents quit within three years, 30% quit within three months, and in some cases attrition in the first two weeks is as high as 22%.

There are three ways in which you can reduce attrition levels within your organisation by creating better skilled and more valuable agents internally that will, in turn, improve the external customer experience:

 

1) Invest in talent

Within many financial organisations the role of contact centre agents has changed over the past couple of years. While they may have initially employed people for traditional roles, as the market has changed and we’ve evolved to an omni-channel digital model, we must remember to adapt recruitment processes. Have your HR and Talent Acquisitions teams re-evaluated the skillsets required and induction processes available to bring in people with the right skills?

Customers increasingly want to engage across asynchronous messaging channels (Apple Business Chat, WhatsApp, SMS, Facebook Messenger, Twitter DM, etc.) for sales or service. Solutions are available to enable all these channels to be dealt with in the same way, classify the customer’s intent, answer their queries if possible, and if necessary (or desired) escalate to an agent. Using these types of services removes the need for multiple point solutions, reduces agent training time, and provides broad reach to customers across multiple channels.

 

2) Equip your workforce

New technologies such as knowledge portals and AI, have raised the bar when it comes to the service for customers. Agents can now seamlessly access detailed information or process and compliance requirements. For example, knowledge portals can give an agent guidance on how to change a customer address, policy type, or even how to onboard. Access to this information can also be given to a customer via web portals, so if your customer wishes to change their own address, they can be guided through the process by information adapted for external customer use. Putting in place the appropriate tech not only improves the customer experience but significantly reduces agent training time and average call handling time. It also ensures that if your agent does deal with a complex customer call, that they can quickly and easily access the necessary information

 

3) Ensure employee wellbeing

Training and equipment is important., but it can’t make up for a poorly trained employee.  Companies must ensure they build a team of effective and knowledgeable agents whilst simultaneously making their it easier for them to perform efficiently. But ultimately, agents are human, and creating a workplace culture that values them will improve happiness and reduce the number of people leaving. In turn reducing hiring costs.

As a business, be sure to revisit your agent’s career enhancement opportunities. By ensuring they have access to easy and simple development tools and are being encouraged to grow, agents will feel empowered, valued, and more likely to stay.

Agents that are well trained and have access to the right tools and knowledge will provide a far more efficient and effective customer experience and create happy, satisfied customers. Net promotor scores and CSAT’s will improve, customer retention will increase, and agent attrition will reduce alongside average handling time.

There is no room for error in this sector, with people’s personal details and finances being managed by staff. Therefore, agents need to be prepared and have the knowledge available to deal with any situation that comes their way. Financial services firms also now contend with the prospect of tougher economic conditions which means the potential for more negative or complex calls. Therefore, now is the time to invest in those at the heart of the contact centre, the agents.

 

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Business

NAVIGATING SUDDEN DIGITAL ACCELERATION – HOW MERCHANTS CAN KEEP UP IN A NEW AGE OF PAYMENT INNOVATION

James Booth, VP Head of Partnerships, EMEA at PPRO

 

Recent months have brought momentous change for businesses across the globe. Needless to say, the pandemic has had a colossal impact on the retail sector in particular. For certain industries, the crisis has catapulted society further into the digital world; technology that was predicted to be adopted  over the coming years is now on track to be embraced in mere months.

However, local lockdowns for example in the UK continue to force shoppers away from brick-and-mortar stores and onto online platforms to purchase a range of goods. As a result, we are seeing new user groups embracing e-commerce and digital payment methods at a much faster rate than anyone ever thought possible. These new consumer habits are taking root and are likely to become preferences that persist long after the pandemic.

As we continue to hurtle into a new digital era, there’s an unprecedented urgency for merchants to be proactive – offering a range of new payment offerings. As digital payments increase, offering  preferred payment methods can unlock a whole new world of opportunities. The retailers seeing exponential growth are the ones who have tailored and localised their payments offering to a global audience.

 

The pandemic has propelled demand for Local Payment Methods

Today, consumers have an even greater desire and need for frictionless shopping experiences. Social distancing is facilitating the surge in e-commerce, increasing demand for digital payment methods over traditional cash and card payments.

Before the pandemic, the world was already on route to becoming a digital-first society. Some regions were ahead of others; for instance, from the PPRO Payment Almanac, 56% of online transactions in China were already conducted via e-wallets, compared to 25% in the UK. However, now we are seeing increased demand for these types of payments across the globe.

 

Catering for a new online customer

Whilst typically the global digital payment revolution had been led by Gen Z and Millennials, elderly consumers are set to drive the e-commerce market post-crisis. In fact, a recent study by Mintel revealed that 43% of those aged 65 and older have shopped more online since the start of the crisis. This is a stark contrast from back in May 2019 when just 16% of the same age group shopped online at least once a week.

Ongoing consumer needs for increased convenience and safety during the pandemic, have sparked a shift towards online shopping and away from brick-and-mortar. For example, groceries have seen a meteoric rise in online ordering; according to PPRO’s cross-border engine, online purchases of food and beverages are up 285% since the start of the pandemic.

With new curbside and buy online pick-up in store (BOPIS) programs, the typical cash and card payment methods will be harder to maintain. Now, merchants must offer e-commerce, and implement digital payment options at checkout. Recent data shows up to 80% of shoppers across Europe’s three largest markets (UK, Germany and France) will now make at least half of their purchases online.

We are also seeing the rise and popularity of pay-later apps like Klarna and Afterpay (Branded ClearPay in the UK) to help offer relief from the economic impacts of the virus. Just last month, Klarna was crowned one of Europe’s biggest private owned financial technology providers – with nine million consumers in Britain having used the service, and 90 million users worldwide.

Shoppers need flexible payment options. For merchants, extending many different payment options that cater to different consumer groups can provide diversification and enable growth.

 

Get ahead, or get left behind

This sudden digital acceleration puts merchants at a crucial crossroads. Embracing new innovations in payment methods has the power to open brands up to a wealth of new customers, whilst satisfying the changing needs of their existing customer pool. On the other hand, failure to offer a variety of digital payment methods can severely limit brands – therefore impacting future growth and success.

As businesses continue to navigate the ongoing ramifications of the pandemic, merchants will eventually face a digital arms race to create the best possible online experience. Those who understand this and make the checkout experience a top priority will succeed, and those who stick to their guns will be left behind. The failure to meet customer preferences during the payment process means many customers will abandon baskets at the very last hurdle. In fact, a study by PPRO 44% of UK shoppers abandon a purchase if their favorite payment method isn’t available.

While recent events have put huge strain on both global economies and consumers, it has also birthed a new age of payment innovation. New offerings such as the rise of Facebook owned, WhatsApp payment features or PayPal and Venmo enabled QR code checkout are showcasing the acceleration of this trend. Financial technology is helping to keep humans connected and provide access to the goods and services they need. Digital adoption will only proliferate, so merchants must act now to get ahead of the curve.

 

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Finance

SUBSCRIPTIONS: THE NEXT BIG PAYMENT TREND

By Nick Raper, Head of UK at Nuapay

 

Ask the next person you speak to whether they’ve ever had a subscription to a business (the most common being a gym membership) that they forgot about, or just didn’t use, losing money as a result. Guaranteed, nine out of ten times, the answer you receive will be a ‘yes’.  This is often followed by a disgruntled anecdote about how the individual kept forgetting to cancel the direct debit, using the service for much longer than he or she intended to.  It proves just how sticky customers are when they are signed up to subscriptions – a trend that is rapidly increasing in the current environment.

Today, consumers are increasingly demanding ‘always on’ services that are fast, easy and can be personalised. With the COVID19 pandemic restricting consumers’ access to physical shops and driving almost all of them online, this expectation is growing the world over. Subscriptions provide a method of receiving services or products at a specified regularity and according to predefined preferences.

Subscriptions also allow businesses transitioning into the digital space to better monetise their services. Newspapers are a great example of this;  it isn’t practical to sell newspapers on a “one-off” basis online, so many publishers have transitioned to digital subscriber models. With many other businesses from fitness classes to online events providers, forced to find a viable virtual business model, subscriptions have become an attractive option. Indeed, research from Zuora has shown that throughout the first lockdown nearly 90% of subscription businesses maintained or grew memberships. And this trend shows no sign of slowing down.

Businesses looking to offer their customers the best service would do well to consider consumer subscriptions, enabled by recurring payments technology. Subscriptions can be used across a growing range of sectors, from traditional subscription users like gyms, and online entertainment and media services, to food and beverage retailers, health providers in dental and eyecare sectors, and even online matchmaking and dating services. Going forward, subscription payments are expected to grow further as Gartner predicts that by 2023, 75% of organisations selling direct to consumers will offer subscription services.

 

What’s the business benefit?

By employing recurring payments, businesses can attract more customers that are price driven. A £25 per month cost in return for something new each month, is often much easier to accept than a £300 lump sum for one product.

Another benefit of subscription models is the ability to drive increases in customer revenue through reduced attrition and the ability to upsell or cross-sell products and services.  One-off purchases with little or no product feedback, make it difficult to develop an understanding of consumer behaviours and preferences. By building an ongoing relationship with customers businesses can gain deeper insights which can be used to inform product alterations or even bring entirely new products to market.

Data from Nuapay shows the benefit of having members signed up on subscription services from the over 700 gyms serviced by Nuapay.  Of gyms that were forced to close their doors and stop collecting membership fees in April as a result of Covid, many saw a relatively quick return in their revenue over the summer.  By August, on average 83% of customers were back and paying their gym memberships again, despite continued restrictions in many European countries. Additionally, these gyms only saw a +0.9% increase in cancelled payments in August, compared to pre-Covid levels, suggesting no lasting impact on their attrition rate.

The additional beauty of subscription based business models is that, Covid aside, the stability of the customer base makes it easier to predict business revenues, enabling improved decision-making as strategic planning can be informed by revenue from ongoing recurring payments.

 

Partnering for success

Historically, implementing a subscription based business model has been difficult for organisations given the limits of collecting via recurring payments – this is particularly so for businesses at the small to medium end of the spectrum.

Today, improved digital payment infrastructure and new providers in the Account-2-Account payments space makes it possible to set up and process recurring payments quickly and easily. Payment providers are increasingly being integrated into a range of business software and payment solutions – large and small – to ensure they deliver the speed and exemplary experience demanded by consumers.

CyberSource, Visa’s global payment management platform, recently announced a partnership with Nuapay to take advantage of Nuapay’s Account-2-Account capabilities, and deliver additional payment solutions to its merchants client base. At the other end of the spectrum, specialist software platforms, such as gym management software Deciplus, can also integrate Account-2-Account solutions into its platform, providing an effortless Direct Debit experience for payers and merchants.

New payment innovations are now starting to transform historic Account-2-Account recurring solutions, which have been Direct Debit based till now. As an example, a merchant can now use Open Banking payments to improve the Direct Debit sign up process for payers, while also helping merchants reduce their failed payments, indemnity claims, and lost payments. Additionally, new recurring payment options known as Variable Recurring Payments (VRP) is said to be the next generation of Open Banking. Currently being tested in the FCA’s sandbox, this technology enables businesses to collect payments from a consumer up to an agreed maximum amount, subject to monthly limits. As it is based on Open Banking technology, VRP will be SCA compliant, providing a secure and convenient alternative to online card payments.

With an increasing number of subscription options now available, a good payment service provider will be able to provide businesses with access to and advice on the best options for them and their situation, whether that is Direct Debits, Standing Orders, or new integrated Open Banking solutions.

 

Subscribing to subscriptions

Subscriptions will only continue to grow in demand as consumers increasingly flock to online environments. Subscriptions were already growing in popularity even before the pandemic came along. 71% of adults internationally used at least one subscription service during 2019, and in Europe alone spent an average of €130 per month on subscriptions over the same period.

Covid has only accelerated this trend in some areas.  It is no surprise that video streaming services saw a massive increase in subscribers, with some providers seeing a 25% jump in subscriptions in March 2020 according to Nuapay data.

Players in other sectors also seem to be transitioning their business model during this time.  Food and nutrition suppliers who have been actively pushing subscriptions for regular deliveries have seen their subscriber base grow as much as 3 times higher than the start of the year in everything from seafood to coffee to vitamin deliveries.  Some home office suppliers who introduced subscriber models for items like printer ink, have seen growth in subscribers as high as 40% since January.  Even some travel businesses have managed to pivot their business to increase recurring sales by taking a more locally focused approach.

With the range of insight-led advantages for organisations evident, it would be an oversight for business leaders not to consider sharing their products and services via a subscription based model.

 

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