The Perfect Call2006 Customer Service Survey Report

The Customer Service Challenge: Creating the "Perfect" Customer Call

�� The Customer Service Challenge: Creating the “Perfect” Customer Call

For most companies today, seizing growth opportunities hinges largely on becoming and remaining more customer-centric—to entice new customers into the fold and retain existing customers—while continuing to hold down operational costs and remain as efficient as possible.

Unfortunately, as companies strive to grow and achieve high performance, many organizations find it difficult to address both of these challenges simultaneously. They either focus on keeping down service costs, which can severely compromise service quality, or they pursue high-quality, high-touch service that delights customers but wreaks havoc with the bottom line. In our experience, most companies ultimately end up taking the low-cost route, as unprofitable service operations are unsustainable in today’s highly

competitive environment. When they do, they often annoy more than a few customers—an observation reinforced by a recent Accenture survey of consumers in the United States and the United Kingdom.

Companies simply must solve the service puzzle—they have no choice. If they don’t, their disenchanted, frustrated customers will become even easier prey for competitors. The service bar is being raised across all industries—causing customers to hold any product or service provider to the same high standards as service leaders. And parallel trends, such as the growing complexity of product and service bundles, are converging to heighten consumer demands for attention, guidance and advice.

In Accenture’s view, the road to superior service begins with superior customer

contact operations. We have seen firsthand, in our research and client work, how companies that adopt a new approach to customer contact—one that capitalizes on emerging best practices and robust technology tools—can build a customer contact center that creates the optimum service experience for each customer segment, while ensuring the cost of service does not become a liability. Organizations as diverse as a global automotive manufacturer, a retailer, a communications company, a non-profit association and even a metropolitan city government are developing the type of customer contact capabilities that can serve them well today and position them for high performance in the challenging years to come.

The Customer Service Challenge:Creating the “Perfect” Customer Call

Findings from a recent survey of US and UK consumers

The Customer Service Challenge: Creating the “Perfect” Customer Call �

The Human Touch is Preferred Accenture’s second annual survey of more than �,000 US and UK consumers clearly illustrates many of the challenges companies face in serving their customers. In the survey, participants expressed a distinct preference for a more personal—and personable—service experience, and disdained the increasing use of technology in service operations (especially tools aimed at removing humans from the service equation). Survey participants also told us what frustrates them the most when contacting a company for service, and indicated that they are not at all shy about switching providers because of a poor service experience.

One of the most significant findings of our survey is that the human touch still counts when it comes to customer service—in fact, it counts a lot.

The two modes of service with which the largest percentage of customers reported being satisfied were in-person customer service at the place of business, and customer service over the phone via a live representative (Figure 1). Sixty percent of respondents cited being satisfied or very satisfied with the former, and 49 percent reported the same with the latter. Interestingly, consumers in the United States were more likely than those in the United Kingdom (57 percent versus 4� percent) to express satisfaction with live customer service via the phone.

Furthermore, the telephone is by far the preferred method of getting service, as 8� percent said that when they have a problem, they pick up the phone (Figure �). Again, those in the United States were more likely than their UK counterparts to say they call for assistance (86 percent versus 78 percent). Perhaps acknowledging the time investment necessary to take

up issues in person with a company, just �� percent said they choose to attain customer service by going to a company’s place of business—although consumers in the United States were more likely than those in the United Kingdom to seek service in person (�6 percent versus �8 percent).

Conversely, methods relying primarily on technology are not viewed as delivering a satisfying experience by a particularly large percentage of respondents—especially service delivered via live chat online (�9 percent) and automated telephone customer service (1� percent). Consumers in the United States were twice as likely as those in the United Kingdom to be very satisfied with live online chat, while their UK counterparts were much more likely to say they are not at all satisfied with automated telephone service (65 percent versus 51 percent). And given their greater satisfaction with service methods that

One of the most significant findings of our survey is that the human touch still counts when it comes to customer service—in fact, it counts a lot.

44 The Customer Service Challenge: Creating the “Perfect” Customer Call

The Customer Service Challenge: Creating the “Perfect” Customer Call 5The Customer Service Challenge: Creating the “Perfect” Customer Call 55

2005 2006 2005 2006 2005 2006 2005 2006 2005 2006

16% 17% 44% 4�% ��% �1% 4% 5% 4% �%

15% 15% �4% �5% �6% �5% 11% 1�% 4% �%

�% �% 8% 10% �5% ��% 58% 58% 6% 5%

11% 11% ��% ��% �8% �6% 10% 1�% 8% 8%

8% 7% 19% ��% �5% �6% 8% 9% 40% �5%

Very SatisfiedNever Used No Response

Not At All Satisfied

Somewhat SatisfiedSatisfied

In-person service at place of business or store

Live customer service over the phone

Automated telephone service

Email customer service

Live chat online

Figure1:Howsatisfiedareyouwitheachofthefollowingtypesofcustomerservice?

Figure3:Howstronglydoyouagreeordisagreewiththenotionthattheincreaseduseoftechnologyincustomerservicehasimprovedthelevelofservicesignificantlyinthepastfiveyears?

Strongly agree 5% 5% Somewhat agree ��% ��% Somewhat disagree �0% �1% Strongly disagree ��% �0%

20062005

Figure2:Whenyouseekadvice,howdoyougoaboutgettingassistance?(*questionnotaskedin2005)

Call for assistance 8�% 56% Send email 56% �5% Extract info from company’s website �5% 0% Go to place of business ��% 4% Send a letter �1% �% Engage in live online chat 15% �%

Preference when short on time

Methods used


The Customer Service Challenge: Creating the “Perfect” Customer Call 7

2005 2006 2005 2006 2005 2006 2005 2006 2005 2006

16% 17% 44% 4�% ��% �1% 4% 5% 4% �%

15% 15% �4% �5% �6% �5% 11% 1�% 4% �%

�% �% 8% 10% �5% ��% 58% 58% 6% 5%

11% 11% ��% ��% �8% �6% 10% 1�% 8% 8%

8% 7% 19% ��% �5% �6% 8% 9% 40% �5%

provide direct human contact, it’s not surprising that extracting information from the company’s website and engaging in online chat were the two least-preferred methods of seeking assistance, cited by �5 percent and 15 percent of respondents, respectively.

However, bucking the trend somewhat was email, which—in terms of satisfaction—was not far behind live service via the phone. In fact, 44 percent of respondents said they were either satisfied or very satisfied with email as a customer service method (with UK consumers being more likely than those in the United States to express satisfaction—47 percent versus 40 percent). Furthermore, email was the second-most popular method for seeking assistance among respondents— behind calling the company—and was especially preferred by UK respondents, 6� percent of whom cited email as one of the ways they go about getting assistance (compared with 50 percent in the United States).

The growing popularity of email notwithstanding, consumers are clearly not happy with the pervasive role of technology in customer service operations (Figure �). In fact, 61 percent either somewhat disagree or strongly disagree that the use of technology (such as automated phone attendants and live Internet chats) in customer service has improved the level of service significantly in the past five years.

Agent Competence Is Key However, simply being able to talk with a live agent—whether in person or over the phone—won’t satisfy customers. Representatives must also have the information, knowledge and skills to solve all of customers’ problems and answer any questions customers might have about the company’s products or services.

In fact, a plurality (�6 percent) of respondents said that the most important aspect of a satisfying

customer experience is a representative who is able to meet all of a customer’s needs without forwarding the customer to different representatives (Figure 4). Furthermore, 1� percent said the most important aspect is being able to discuss a problem with the service representative. Having a knowledgeable, helpful representative is even more important than speed—whether speed of response or speed in solving the customer’s problem.

When combining respondents’ most important and second-most important aspects of a satisfying service experience, we found that more than half (5� percent) of all consumers participating in the survey cited having their needs met without being forwarded to different representatives as critical. But we also found several other aspects gained importance when we combined respondents’ first and second choices.

Having a knowledgeable, helpful representative is even more important than speed—whether speed of response or speed in solving the customer's problem.

7

The ability for a customer service representative to assist with �4% �6% all needs, rather than forwarding a request to different representatives for help with each product or service

Ability to discuss problems with representatives 14% 1�%

Amount of time it takes to resolve a problem 1�% 10%

Quality of the response from the representatives 1�% 1�%

Customer service representatives’ manner and approach 1�% 11%

Speed of response 6% 7%

Convenient bill payment options �% n/a

Benefits offered to compensate me for my troubles �% n/a

Bills that are easy to understand �% n/a

20062005

Figure4:Whichofthefollowingisthesinglemostimportantaspectofasatisfyingserviceexperience?



Being kept on hold too long 78% 77%

Having to repeat information to multiple representatives 75% 7�%

Representatives’ lack of the answers I need 69% 68%

Representatives’ trying to sell me other products and services 55% 58%

Representatives’ inflexibility 45% 47%

Representatives’ slowness in responding 44% 46%

Representatives are not personable 4�% 4�%

Representatives do not offer customized solutions 4�% 45%

Customer service computers are often down �6% �7%

Representatives ask for too much personal information ��% �6%

Representatives ask too many questions ��% �7%

Representatives create too much paperwork 14% 19%

Representatives have poor command of English/heavy accents �% N/A

20062005

Figure5:Whichofthefollowingarethemostfrustratingaspectsofdealingwithcustomerservicerepresentatives?


Ask to speak to supervisor 48%

Hang up and call back to get different agent 16%

Quit doing business with the company 11%

Tell others 10%

Hang up 8%

Send formal complaint 7%

Figure7:Actiontakenwhenyouhaveabadexperience(*questionnotaskedin2005)

Retailers 19% 18%

Banks 1�% 16%

Home telephone service providers 1�% 15%

Internet service providers 1�% 17%

Wireless/cell phone operators 11% 11%

Utility companies 10% 11%

Cable/satellite television providers 8% 9%

Hotels 6% 6%

Insurance providers �% 4%

Airlines 4% 4%

20062005

Figure6:Inthepastyear,whichofthefollowingtypesofserviceproviders,ifany,haveyouswitchedbecauseofpoorcustomerservice?



Four aspects were cited by approximately the same percentage of respondents as most or second-most important in creating a satisfying service experience: a customer service representative’s manner and approach (�8 percent), the quality of the representative’s response (�7 percent), amount of time to resolve the problem (�7 percent) and ability to discuss the problem with the representative (�6 percent). These rankings suggest that, although agent knowledge is still the most critical aspect, his or her ability to deal with people and handle customer issues quickly and effectively also play an important role in the service experience.

Frustrations with Service Abound As many companies—and their customers—have discovered, doing customer service right can be extremely difficult. In fact, customers cited a litany of frustrations they encounter when seeking assistance from companies—some of which are easier to address than others (Figure 5).

The aspect of customer service cited as frustrating by the largest percentage of respondents (77 percent) is being kept on hold too long. This aspect is bothersome to more UK respondents (8� percent) than those in the United States (7� percent). And how long is too long? Respondents in United States and United Kingdom spend an average of seven minutes on hold when seeking assistance from a telephone customer help line. Significantly more consumers in the United States (48 percent) than the United Kingdom (40 percent) are spending five minutes or longer on hold.

Other aspects that were seen as frustrating by a majority of all respondents were being forced to repeat the same information to multiple representatives (7� percent), encountering representatives who didn’t have the answers needed (68 percent), and having representatives trying to

sell them other products or services (58 percent).

When respondents were asked to select one of these factors as the most frustrating aspect of the customer experience, no single factor emerged as the top choice for a large majority. Twenty percent were most frustrated by being forced to repeat information and being kept on hold too long. Eighteen percent chose representatives who lack answers. Ten percent of respondents identified encountering representatives who cross-sell or up-sell as most frustrating aspect.

Bad Service Has Business Impact Poor service is not just an annoyance for customers—far from it. It actually can have a significant impact on a company’s business by at best creating hard feelings among customers and at worst driving customers into the waiting arms of competitors. In fact, we’ve found that poor customer experience often is the “tipping point” that causes a customer to switch providers.

For example, more than half (5� percent) of all respondents said they have switched any type of provider in the past year (Figure 6). The most-switched providers among consumers overall were retailers (18 percent), Internet service providers (17 percent), banks (16 percent) and home telephone providers (15 percent). Least-switched were airlines (4 percent), life insurance providers (4 percent), hotels (6 percent), cable/satellite television providers (9 percent) and utility companies (11 percent).

Switching behavior appears to differ between the two countries surveyed. Consumers in the United Kingdom are more likely than their US counterparts to have made any change in providers (58 percent versus 46 percent). This is reflected in how UK respondents reported dealing with individual types of providers as well. For instance, UK

consumers are significantly more likely than US consumers to switch utility companies, home telephone service providers, banks, and Internet service providers because of poor customer service.

But even if they don’t take the ultimate step of switching providers, most customers will not sit idly by and accept bad service (Figure 7). A plurality (48 percent) said they will ask to speak to a supervisor, and 16 percent will hang up and call back in the hope of getting a different representative more to their liking. Ten percent will tell others about their experience, 8 percent will simply hang up, and 7 percent will send a formal complaint. And in this networked age, companies are well-advised to keep in mind the growing trend among consumers to use the Internet to broadcast their negative service experiences.

On the Horizon: Even More Demanding Customers Clearly, our survey has shown that companies could do a much better job of meeting customers’ service needs—at least in the eyes of customers themselves. Yet the challenge of cost-effectively providing superior customer service, while steep today, will only get more difficult in the coming years—and companies need to be prepared.

In our work with clients around the world, Accenture has found that customer expectations are crossing industry boundaries at an increasing rate—to a point at which the notion of different service standards for different industries is a thing of the past. In fact, service expectations now are high even for government services. Unfortunately, however, the odds often are stacked against satisfaction. Today, many organizations face dual threats from rapid commoditization and increased competition, which are eroding their traditional advantages and undermining customer relationships.

And guess what? It’s only going to get more difficult in the future, especially given the emergence of two major trends. These two trends will be a driving force behind the need for companies to stop making incremental improvements to how they serve customers and, instead, completely reinvent customer contact.

The first of these trends is the growing complexity of products and service bundles. In an attempt to create an ever-more differentiated product experience, companies are infusing goods with increasingly sophisticated technology—whether it’s the new iPod, Xbox, refrigerator or even children’s stuffed animals. Ironically, however, this also results in an increased complexity of use which, in turn, will require customer contact to become simpler and more efficient—or else generate even more customer frustration and defection than we see today.

Likewise, service bundles are becoming more complex as companies knit together more services and offer more customized contracts—again, to differentiate themselves. This action inevitably will drive customer expectations higher. Take, for example, the increasingly common communications bundle of wireless service, cable, Internet and related media services. Customers used to high-touch service in one of these areas will expect the same level of service for the bundle—even though the bundle is far more difficult for companies to manage. This kind of cross-pollination is already happening: Customers accustomed to FedEx telling them within minutes when a package will arrive now tend to expect the same level of knowledge and responsiveness from the company that provides bundled telephone, cable and broadband Internet service—regardless of how feasible that is for the providers.

The second trend is a massive divergence in needs and expectations as customers

become more fragmented. The general population, which searches for customer support through multiple channels, is segmenting into two distinct groups: those who want premium service and are willing to pay a premium for it (think Lexus owners), and the do-it-yourselfers at the other end of the spectrum, who cost very little to serve because they need very little support (think Home Depot shoppers). Both groups are growing—along with their expectations for support and a customer experience appropriate to their needs. For both groups, companies must determine how best to address their different characteristics because customers will no longer accept a one-size-fits-all service model.

Overriding these two trends is an ongoing discontinuity with which companies struggle—whether they know it or not: that is, products and services are brought to market faster than customer contact centers can handle the response. We’ve seen this happen time and again, especially in industries

1�1� The Customer Service Challenge: Creating the “Perfect” Customer Call

The Customer Service Challenge: Creating the “Perfect” Customer Call 1�

whose hallmark is continual product innovation and where being first to market is the competitive differentiator.

Taking Action: Transforming Customer Contact As customers set the bar ever higher, companies must bridge the gap between customers’ expectations and companies’ ability to implement a satisfying and sustainable customer experience. Working with Accenture, a number of leading organizations have been able to do just that. These companies, in fact, have succeeded in addressing many of the customer service challenges that our survey respondents identified, and are positioning themselves for high performance in an era of intensifying customer service demands.

Solving customer problems One challenge involves the ability of each representative to solve a customer’s problem by himself or herself. As we saw in our survey, �6

percent of respondents felt the most important aspect of a satisfying customer experience requires that one agent should be able to meet their needs instead of forwarding them to other representatives.

A major US bank experienced firsthand the benefits of helping agents resolve customer issues on the first call. As part of a pilot project to address its high call volume and associated costs, the bank reengineered its existing call flow to focus on first-call resolution effectiveness, not simply efficiency. The bank then implemented customized agent desktops to support the new call flow, and tied agent performance incentives to first-call resolution goals. The bank also designed more proactive customer servicing practices, which enabled associates to promote self-service solutions for customers during the call—thus reducing the need for customers to call in the first place. The bank expects the pilot to generate a 10 percent decrease in measurable

call volume, which in turn will lead to substantial cost savings as well as increased customer satisfaction with the service experience.

Similarly, a major media company we worked with believed that reducing its call transfer rate and improving its call transfer capabilities—including the ability to report on call transfer successes—would improve customer service and boost customer satisfaction. The company implemented new systems supporting interactive voice response (IVR), call routing, computer telephony integration (CTI) and integrated reporting. The company now has robust contact center capabilities that support approximately 100 million inbound telephone calls, and more than 10,000 call center agents. Within the first year of deploying these capabilities, the company not only reduced its call transfer volume by 50 percent, but also achieved a positive return on its investment.

Using technology more effectively Another challenge identified by survey respondents is the effective use of tech-nology to deliver service—in particular, IVR. A majority of participants (58 percent) said they are not at all satisfied with automated telephone customer service, which many companies have implemented in an attempt to control escalating call center costs. But there’s a difference between simply replacing humans with an IVR system to cut costs and optimizing the use of IVR as part of a larger effort to make an organization more customer centric—as two leading companies have demonstrated.

One such company—a US retailer—developed self-service capabilities on a new IVR platform that improved the customer experience by making it easier to access rewards and rebate status. As a result, 18 percent of customers now opt for automated self-service features, as opposed to just five percent prior to the program’s implementation.

Another company, a leading communica-tions services provider, moved its IVR systems to a new technology platform to enhance IVR capabilities and improve the overall operating and financial performance of the company’s customer contact operations. The existing IVR system lacked a customer identification capability, leading to a high number of misdirected customer calls. In addition, the company offered customers limited self-service options. Customers could not, for example, obtain an explanation of billing statements, get a description of current services or perform other key service transactions without speaking to a live customer service representative. Finally, capabilities for monitoring and reporting the outcome of customer contacts in the IVR channel did not provide the type or depth of performance data that the company needed to analyze and optimize customer interactions.

The company developed a new IVR platform that included an Open Speech IVR and a middleware and reporting solu-

tion; linked the IVR to back-end customer databases; and enabled voice and data integration on call transfers. To enhance the new system, the company rolled out advanced IVR capabilities, which used caller verification information to route calls more efficiently, offered customers a dynamic self-service main menu and provided new performance monitoring and reporting capabilities that helped managers capture better self-service metrics such as the number of hang-ups, completed calls and misdirected calls. Within one month of the project’s com-pletion, the company saw a reduction in call volumes of 10 percent. This was due, in large part, to the new automatic call transfer and self-service IVR capabilities and by a website enhancement project that enables customers to view online bills more easily. A parallel effort enabled the company’s third-party call centers to access key customer information using Web services, thus increasing order accuracy and limiting order fall-out while helping these providers more effectively cross-sell to the company’s customers.

As our survey revealed, two of the most frustrating aspects of customer service are agents not having the answers customers need and agents who are not personable.


Survey respondents voiced frustration with customer service agents who try to sell other products or services during customer inquiries.


Having more capable and personable agents As our survey revealed, two of the most frustrating aspects of customer service are agents not having the answers customers need and agents who are not personable. At the heart of both of these issues are two key shortcomings: a lack of agent access to the information they need to do their jobs, and a fundamental lack of appropriate agent training and development. A number of forward-looking organizations—including a government entity—have taken giant strides toward addressing these issues to dramatically improve the interaction between agents and customers.

One such organization was a large non-profit association that has built its reputation largely on the quality of service provided to customers. Recently, the association embarked on an improvement program to spark additional growth and to ensure that it was meeting its customers’ needs as effectively and cost efficiently as possible. For the organization, the greatest opportunity for improvement involved revamping its contact center operations to be more efficient and deliver a more consistent customer experience.

Among these changes were reengi-neered processes and enhanced agent desktops; transformed workforce capa-bilities through organizational redesign, training and performance management solutions; a new “performance center” focused on forecasting, scheduling, quality assurance and reporting; and enhanced call-routing capabilities and upgraded IVR capabilities.

In tandem with these efforts, the association reengineered its Internet channel—an initiative that involved redesigning the association’s website on a new technology platform, accelerating the establishment of an application integration center of excellence, prepar-ing the association to take advantage of Web transactions and analysis, and

defining governance structures for managing the Internet channel.

Another organization leading the way in boosting the performance and knowledge base of its call center agents is the New York City Department of Information Technology and Telecommunications (DoITT). Mayor Michael Bloomberg believed the city could better serve its citizens by implementing a centralized, all-purpose call center—accessible through a simple three-digit phone number (�-1-1)—that would quickly direct callers to the information or resources they needed, any time of the day or night. DoITT mobilized a team of professionals to build and launch the new citizen service center and hotline within nine months of the announcement. With this project, New York City has applied the principles of customer relationship management to transform the way it delivers citizen services. Today, New York City residents and visitors to the city can dial the hotline anytime to speak with a citizen service representative who can assist them with a wide range of service requests and information in 170 languages. The integrated system provides callers with more personalized service, faster problem resolution and easier access to knowledgeable help.

Providing more targeted cross- and up-selling Survey respondents voiced frustration with customer service agents who try to sell other products or services during customer inquiries. To be sure, there certainly are some consumers who prefer to have no cross-selling or up-selling during their interactions. However, in our experience, the real objection for consumers generally is not that agents are trying to sell them something, but rather, that the offers are not especially relevant or meaningful to them. Several organizations have addressed this challenge by adopting robust customer insight capabilities that enable them to more deeply understand consumers’

preferences and intentions and, subsequently, more closely tailor their offers to specific customers during interactions. The result is a more positive experience for consumers as well as stronger sales for the company.

For example, a provider of gas, electricity and other home-related services recognized that it needed to make big changes in its organization if it were to effectively compete and grow in the coming years. One of the company’s most significant challenges was its product orientation which, coupled with a number of process and technology shortcomings, made it extremely difficult for the company’s employees to understand customers and effectively market to and service them.

Ultimately, the company decided it needed nothing short of a complete transformation in the way it dealt with customers—including marketing, sales, service and billing—to meet its strategic goals. To achieve that transformation, the company designed, built and implemented a new call center application, which it integrated with the company’s legacy customer systems. This effort included customizing numerous interfaces, migrat-ing �00 million rows of data into the new application, integrating agents’ desktop and telephony platforms, and rolling the solution out across 14 company locations. The team also enhanced the call center system with campaign prompt, product configuration and validation capabilities to help call center agents become more successful salespeople.

The new call center application gives the company a unique ability to generate deeper customer insights that lead to better decisions and more effective marketing programs. As just one example, sales conversion rates rose by up to �0 percent and 7 percent for energy customers and home services customers, respectively, after completion of the project.


Achieving market leadership and high performance As these and other companies have demonstrated, breaking out of the customer service morass requires an entirely new approach to designing, building and sustaining customer contact operations. This approach is characterized by several basic steps.

For starters, companies should conduct a fact-based diagnosis of the customer experience they deliver: how well they’re delivering on their brand promise, how well different customer channels are working together, how well their workforce is operating, and so forth. Think of this customer contact diagnosis as akin to a check-up with a general practitioner, in which a person’s vital organs are evaluated for signs of trouble.

With the results of this diagnosis in hand, companies must evaluate and fine tune every aspect of customer contact—from the time a call is received until the time

the call is completed—until they have literally designed the perfect customer call.

The next step is to create a game plan. Key here is developing the appropriate customer insight capabilities and cre-ating a customer experience blueprint. By using insight into what customers need and want to create a single view of the customer, companies can design and implement the optimal customer experience along the entire spectrum of customer segments and value.

Finally, companies need to adopt the enabling technologies, tools and training that can improve representatives’ ability to quickly and completely answer customers’ questions, customize solutions to specific customers, and recognize and maximize cross- and up-selling opportunities.

If it turns out that building all of these capabilities in house is impractical, companies should take advantage of the expertise offered by a third party. By outsourcing contact center

operations to a qualified vendor—which the city government did in the example mentioned earlier—organizations can quickly transform and continually fine-tune customer contact over time so that they can anticipate and sustain a satisfying customer experience despite changing customer expectations.

As we have seen time and again, service often spells the difference between mediocre companies, poor performers and market leaders. Given the results of our survey, one could argue that many if not most companies are failing the service test today. This is unfortunate since the tools, approaches and resources exist today for companies to create world-class customer contact operations that live up to customers’ expectations while remaining fiscally sensible. While such operations may be considered by many companies to be an option today, they will be a competitive necessity tomorrow—especially for those companies seeking to achieve high performance in an ever changing world.

Think of this customer contact diagnosis as akin to a check-up with a general practitioner, in which a person’s vital organs are evaluated for signs of trouble.


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About AccentureAccenture is a global management consulting, technology services and outsourcing company. Committed to delivering innovation, Accenture collaborates with its clients to help them become high-performance businesses and governments. With deep industry and business process expertise, broad global resources and a proven track record, Accenture can mobilize the right people, skills and technologies to help clients improve their performance. With more than 1��,000 people in 48 countries, the company generated net revenues of US$15.55 billion for the fiscal year ended August �1, �005. Its home page is www.accenture.com.

Accenture is widely regarded as the leading provider of consulting solutions and managed services designed to deliver high performance to your business. The company infuses marketing, sales and customer service operations with strategic insight, sophisticated data analysis, advanced technology and operational excellence. Combining experience, innovation and a global delivery network, our Customer Relationship Management professionals team with clients across virtually all industries to design and implement strategies for creating customer experiences that enable growth, increased profitability and high performance.

Wouldyouliketolearnmore?Contact Accenture to learn how we can help you achieve high performance by transforming customer contact. Visit www.accenture.com or email [email protected].

The Perfect Call2006 Customer Service Survey Report

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