Contact Centre Magazine, Author at Contact Centre Magazine

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The Power of Customer Journey Mapping in the CPG Industry

Understanding the customer journey has become crucial for brands seeking to maintain relevance and drive growth. With the CPG sector valued at over $2 trillion, companies are increasingly turning to customer journey mapping as a strategic tool to gain insights into consumer behaviour and enhance the shopping experience.

Why CPG Companies Need Journey Mapping

With so many options available to consumers today, CPG brands must put in extra effort to capture attention and build loyalty. Shoppers are influenced not only by trends and prices but also by personal values and impulsive decisions. To successfully navigate this intricate landscape, companies need to explore the details of the customer lifecycle, using mapping techniques to pinpoint essential interactions and areas of frustration.

A Customer Journey Map (CJM) visually represents the various touchpoints a consumer experiences with a brand. This mapping process integrates data from multiple sources such as website analytics, CRM systems, and social media interactions allowing companies to construct a detailed narrative of the customer experience. By examining each phase, from initial brand awareness to post-purchase engagement, brands can uncover valuable insights that inform their strategies.

Improving Customer Experience Through Journey Mapping

Understanding the customer’s perspective is paramount in today’s market. Research indicates that personalised marketing can drive significant revenue increases. Journey mapping enables brands to segment their audience effectively, revealing what customers think, feel, and do at each stage of their journey. This approach not only helps in identifying bottlenecks but also facilitates a deeper understanding of consumer motivations, preferences, and potential profitability.

With this knowledge, brands can tailor marketing messages and promotions to better resonate with each customer segment, ultimately boosting engagement and conversion rates.

Enhancing Customer Experience

Exceptional customer experiences are key differentiators in the CPG market, where consumers are often price-sensitive yet willing to pay more for convenience. By conducting a thorough journey mapping exercise, companies can pinpoint critical moments of interaction and identify areas needing improvement be it simplifying checkout processes, enhancing product displays, or optimising digital interfaces.

A well-crafted customer journey map not only aids in identifying pain points but also promotes a consistent omnichannel experience. This ensures that customers receive coherent messaging and service, regardless of how or where they engage with the brand.

Driving Revenue and Building Loyalty

Insights derived from customer journey mapping can also be instrumental in formulating effective retention strategies. By understanding the best ways to engage customers at various stages, brands can optimise their communication cadence and offer relevant upsell or cross-sell opportunities. Monitoring and analysing customer feedback helps identify reasons for churn, allowing businesses to implement t argeted strategies to improve retention and foster loyalty.

Moreover, the insights gained can inform product development, guiding companies on how to refine existing offerings or innovate new ones that align with consumer needs.

Enhancing Competitive Edge Through Customer Journey Mapping

In a crowded marketplace, delivering outstanding customer experiences can set brands apart. Companies that invest in comprehensive journey mapping not only gain insights that enhance decision-making but also empower their teams to empathise with consumers and address pain points effectively. By understanding the intricacies of the customer journey, businesses can streamline operations, reduce costs, and allocate resources more efficiently.

The implications of journey mapping extend beyond immediate customer interactions; they can influence overarching business strategies and operational frameworks.

Maximising Customer Lifetime Value

To thrive in the competitive CPG environment, brands must adopt a holistic approach to customer intelligence and journey mapping. Solutions that integrate customer sentiment analysis, persona development, and market research enable organisations to optimise every touchpoint consistently, driving sustainable profitability and growth.

As the CPG landscape continues to evolve, companies that harness the power of customer journey mapping will be better positioned to adapt to changing consumer dynamics, ensuring they remain competitive and relevant in an ever-changing market. Embracing this strategic approach is not just about enhancing the customer experience it’s about securing long-term success in a rapidly shifting industry.

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Things we love

By Contact Centre Magazine

Welcome to ‘Things We Love,’ where we showcase the latest products and innovations that have captured our attention. From cutting-edge technology to must-have tools for improving the contact center experience, these handpicked selections are designed to enhance efficiency, inspire creativity, and bring a fresh perspective to your workday. Whether you’re looking for smart solutions or just something new to spark your interest, you’re sure to find something you’ll love.

Sophie Moran

Sophie Moran is a Melbourne based designer, best recognised for high-end, inspirational knitwear and basics.

The brand Sophie Moran was established in 2011 as a response to her illusive search for the perfect fitting sweater; one that felt and looked beautiful to wear.

Familiar yet surprising, the Sophie Moran range combines the codes established by the designer; a classic and understated style with playful on-trend elements, luxurious materials using a fashion forward colour pallet.

www.sophiemoran.com

Meet Valli, your new go-to healthy indulgence

Bursting with flavour, Valli harnesses the power of superfoods to allow you to enjoy the sweeter things in life.

These gummies, featuring playful shapes and enticing flavours, are enriched with carefully selected superfoods, like Acai berry, Maqui berry, Spirulina and Wheatgrass, just to name a few. These intentional ingredients are designed to lift energy levels and provide your body with nature’s daily dose of vitamins, minerals, and antioxidants.

Easy and on the go for busy bodies, consider this snack as an act of love; for your kids, your best friend, and most importantly, yourself. Low in sugar. Rich in goodness. These are gummies to love that will love you right back. Trust us, your body and taste buds will thank you. Embrace Valli and experience the love.

Pricing- $4.50 AUD

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Is there a place for marketing in contact centres?

By Contact Centre Magazine

Marketing is often forgotten when it comes to contact centre engagement and you only have to see that when dealing with some of the companies that don’t put a precedence on customer experience”. Anna D’Souza.

Data-Driven Marketing: Fueling Personalisation and Customer Retention

Customer data is the backbone of both marketing and contact centres. Marketing teams collect a wealth of data from their campaigns—such as behavioral analytics, engagement metrics and customer preferences—that can be incredibly valuable for contact centre agents. Access to these insights enables agents to shift from generic, scripted conversations to highly personalised interactions that address each customer’s unique needs.

For example, if a customer reaches out after receiving a promotional email, having their purchase history, preferences and engagement data at the agent’s fingertips allows for a seamless conversation. This kind of personalised service not only improves satisfaction but also increases the likelihood of retention and long-term loyalty.

Marketing data also helps contact centres identify and prioritise high-value customers. Agents can use these insights to provide targeted offers and promotions, reinforcing the customer’s value to the company. In this way, the contact centre becomes an essential part of the retention strategy, contributing to the overall success of the brand’s marketing efforts.

“We’re finding that contact centre agents are requesting more and more to know what the brand strategy is for the companies they represent. They simply want to be great brand ambassadors rather than filling a seat.”

Contact centres have become one of the most powerful— yet often underutilised—channels for building long-
term customer relationships. Traditionally seen as cost centres, contact centres are evolving into strategic brand ambassadors or deterrers. This transformation, driven by a closer alignment with marketing departments, underscores the importance of seamless, personalised interactions that resonate deeply with customers. One good experience can lead to a customer for life, and one bad experience can lead to a loss of a customer, or worse – brand damage.

Effective marketing strategies integrated into the contact centre environment can enhance operational efficiency, improve customer satisfaction and elevate the contact centre’s role as a key touchpoint in the customer journey. Marketing-driven insights, automation and collaboration are essential to positioning the contact centre as a business- critical extension of the brand.

Historically, contact centres were viewed as reactive service hubs—places customers turned to when they had an issue or needed assistance. The primary goal was cost reduction and call volume management. However, the shift toward customer-centric business models has repositioned the contact centre as a vital touchpoint in the overall customer journey.

“Marketing is often forgotten when it comes to contact centre engagement and you only have to see that when dealing with some of the companies that don’t put a precedence on customer experience,” said Anna D’Souza, Senior Marketing Director at contact centre marketing agency, Marketing Eye.

“Contact centres role as brand ambassadors and influencers on buyer decision making needs be higher valued as part
of any marketing strategy. Ensuring that each customer interaction reinforces the brand’s values, voice and marketing message requires a more in-depth understanding of the brand.

“This shift has required a deeper alignment between marketing and customer service teams, where contact centres no longer operate in isolation but work in tandem with broader marketing strategies.”

By integrating marketing insights and data into the contact centre, agents are equipped to provide more personalised, tailored interactions. Whether through cross-selling, upselling or simply delivering an exceptional service experience, every customer touchpoint becomes an opportunity to enhance brand perception and deepen customer loyalty.

Best Practices for Collaboration Between Marketing and

Contact Centres

Collaboration between marketing and contact centres is essential for creating a seamless customer experience. Both departments must share information, align goals and work toward a unified strategy to achieve the best results.

Here are some best practices for fostering collaboration:

Shared Customer Profiles: Marketing and contact centres both collect valuable customer data. Creating shared customer profiles ensures that agents have access to key insights, allowing them to deliver more relevant and personalised service. This approach helps maintain consistency in messaging and builds a cohesive customer journey.
Aligned KPIs: Marketing and contact centres often have different performance metrics. While marketing might focus on engagement or conversion rates, contact centres track metrics like first call resolution (FCR) or customer satisfaction (CSAT). Identifying shared KPIs—such as customer lifetime value (CLV) or net promoter score (NPS)—helps both teams work toward common objectives.
Cross-Training: Encouraging cross-training between marketing and contact centre teams fosters mutual understanding. Marketing teams gain insight into the day-to-day challenges of customer service, while agents develop a better understanding of marketing campaigns. This knowledge exchange creates stronger collaboration and more effective customer interactions.
Integrated Content Calendars: Marketing teams often work with detailed content calendars that guide campaigns and promotions. Sharing this calendar with contact centre teams ensures that agents are aware of current marketing efforts and can align their conversations accordingly. This avoids potential disconnects between marketing messaging and customer interactions in the contact centre.

There is a real challenge for contact centres to invest in marketing within the contact centre and the role in bringing agents into the marketing mix and having them better understand the brand.

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Contact Centre Vendors Pulling The Plug On Australia

By Contact Centre Magazine

Tech Providers Scaling Back in Australia: Contact Centres Left with Skeleton Operations

Over the past decade, Australia has become an attractive market for global tech providers selling into the contact centre space. With a focus on cloud solutions, AI integration and enhanced customer experience capabilities, international tech firms have capitalised on the country’s robust and growing demand for modernising contact centre operations.

However, recent shifts in global strategy are leading some of these tech giants to scale back their operations in Australia, leaving contact centres scrambling to adapt. Management and marketing was first to go, but now this trend has heightened and while long-term partners are seen as a positive if they are truly local with larger operations, the idea around support only including a handful of people has left many contact centre leaders concerned.

Selling Quotas Met, Focus Shifts

Australia’s contact centre industry, valued at billions annually, has long been a target for international tech companies. Providers like Genesys, NICE and even global players like

AWS and Microsoft have invested heavily in capturing market share, offering cutting-edge cloud-based Contact Centre as a Service (CCaaS) platforms. These platforms integrate artificial intelligence, customer analytics and omnichannel capabilities, appealing to Australian enterprises looking to optimise customer service.

The challenge has been that after meeting aggressive sales quotas, many of these tech providers are now pulling back. With revenue targets achieved and initial market saturation reached, they are scaling down their direct involvement, opting for skeleton operations instead of full- fledged support teams. This shift is driven in part by the high costs of maintaining large teams and infrastructure in a geographically isolated market like Australia, where sustaining extensive local operations is seen as economically inefficient once the primary sales push is completed.

The Impact on Australian Contact Centres

The consequences of these cutbacks are being felt across Australia’s contact centre industry. Companies that have integrated global tech solutions into their customer service workflows now find themselves relying on limited support. Skeleton operations often mean fewer in-country support staff, longer wait times for troubleshooting and a diminished local presence for product updates or strategic guidance.

This shift raises concerns about the future viability of these solutions in Australia, especially for companies that heavily depend on the continuous evolution of their contact centre technology. Australian businesses may face significant challenges in maintaining their systems without adequate local support, leading to potential disruptions in customer service operations.

Additionally, the reliance on international providers, without local teams in place, creates vulnerabilities. Should a tech provider decide to further reduce their presence or fully exit the market, Australian contact centres could find themselves scrambling to replace core systems at a high cost and under tight time constraints.

Local Providers Unable to Fill the Gap

The withdrawal of major global tech players is also exposing a gap in the Australian market—local tech providers lack the resources and capabilities to fill the void. While Australia has a robust tech ecosystem, few local companies can match the scale and innovation of global giants like AWS or Genesys. As a result, businesses may find themselves trapped in a tech dependency, reliant on global providers who no longer prioritise the region.

Smaller Australian tech firms may step in to offer niche solutions, but they often lack the comprehensive product suites and global expertise that international firms provide. This could lead to a fragmented market where contact centres must piece together multiple providers to achieve the same level of service integration they once had.

Skeleton Operations: A Strategic Decision

For global tech companies, this strategic withdrawal is not unique to Australia. It reflects a broader trend of scaling down localised operations in favour of a more centralised global support model. With the rise of remote work and cloud-based systems, many tech providers no longer see the need for large in-country teams to support their products. Instead, they are shifting to a model where remote teams, often based in lower-cost regions, handle support and operations.

The Future May Lead To Change In Buying Decisions

As tech providers pull back, Australian contact centres are faced with two paths forward: adapt or remain dependent on reduced support. Adapting may mean investing in training internal teams to manage and troubleshoot
systems independently or exploring hybrid solutions that combine local and international tech offerings. However, this comes with its own set of challenges, including increased operational complexity and higher costs.

For many, the alternative is remaining tied to global providers, but with fewer resources on the ground to help. This creates a precarious situation, where contact centres may struggle to maintain service levels and innovate at the pace needed to stay competitive in a fast-evolving industry.

Closing the Loopholes Legislation: By Fran Southward

What do you need to know ?

Over the past year, the Closing Loopholes Legislation has brought about some of the most significant changes to employment and industrial laws in Australia in decades. These sweeping reforms address fundamental aspects of the employer-employee relationship and could substantially impact workforce arrangements, costs and strategic planning for many organisations.

This reform program includes several changes that have received significant media coverage including the introduction of family and domestic violence protections in late 2023, changes to

the definition of employment, changes to casual employment and the pathways available to transition to full-time and part-time employment, and the right to disconnect, which came into effect August 2024.

Definition of Employee and Employer

These amendments introduce an interpretive principle for determining whether an individual is an ‘employee’ (as compared to an independent contractor), or a person is an ‘employer’ (as compared to a principal) for the purposes of the Fair Work Act 2009.

The changes in relation to this consideration, means there is a fairer test applied to determine this, and that the practical reality of the working relationship will be considered, as well as the written terms of any contract governing that relationship.

The Right to Disconnect

The ‘right to disconnect’ has now taken effect for most employees, noting that for employees of small businesses (businesses with less than 15 employees), this will take effect on 26th August 2025. The new regulation stipulates that employees are entitled to decline contact from their employer outside of working hours, provided their refusal is not deemed unreasonable. This ‘right to disconnect’ is a recognised workplace right, meaning employees should not face any negative consequences or adverse actions for refusing to take work-related calls or respond to work-related emails during their unpaid personal time, unless the refusal is considered unreasonable.

This shift in policy underscores a major shift in work-life boundaries and places new responsibilities on organisations to manage employee contact effectively.

What is ‘unreasonable’ I hear you ask? There are some circumstances where an employee’s refusal to monitor, read or respond to contact will be unreasonable. If the contact or attempted contact is required by law, it would be considered unreasonable for the employee to refuse. If the contact or attempted contact is not required by law, certain matters must be considered when deciding whether the employee’s refusal is unreasonable.

When will an employee’s refusal be unreasonable

An employee’s refusal to monitor, read or respond to contact or attempted contact will be unreasonable if the contact or attempted contact is required by law.

If the contact or attempted contact is not required by law, considerations to determine whether the employee’s refusal is unreasonable would include understanding the reason for the contact and how it was made, particularly considering how much disruption it causes for the employee. Whether the employee receives any compensation within their employment contract to be available to work when the contact is made, or to work outside their ordinary hours. The role held by the employee and their level of responsibility, along with the employee’s personal circumstances including family or caring responsibilities.

There is an exemption from the right to disconnect from contact that is required under a law of the Commonwealth, State or Territory (e.g. some emergency services).

Tips for Discussing Workplace Changes

Open and regular communication is key to maintaining a work environment where everyone has a clear understanding of the expectations surrounding any new policies or legislative requirements. This can also help prevent any potential workplace issues from emerging.

Managers need to understand the workplace changes that will affect their employees and any of the practices currently in place. Organisations have an obligation to ensure changes are discussed, understood, and contextualised for their own environment. Whether you are a large organisation with your own HR department, or a smaller organisation with less formal support structures in place, the requirements and your liability remain the same.

Those with casual staff as part of their operating structure need to be on the front foot when it comes to the casual conversion pathway. This update has added further changes to the requirements for permanent transition options and it is important that when making workforce resource decisions you are aware of future obligations in relation to the workforce mix you are opting for.

If you currently engage independent contractors and you are not across the changes to the workforce definitions specifically regarding what constitutes an employee vs an independent contractor, it is important that you revisit this and ensure you are meeting your obligations under the Fair Work Act.

The right to disconnect is something that all non-small businesses need to be across. Organisations need to ensure they are training managers in relation to the obligations under the right to disconnect, and the importance of ensuring regular and open communication with team members about deadlines, workload expectations and working arrangements.

This should also involve reviewing employment contracts and policies to ensure they clearly outline expected working hours and the possibility of out-of-hours work. It’s important to discuss and set expectations around out-of-hours contact in a way that suits both the workplace and the employee’s role as both are responsible for ensuring an understanding when it comes to these changed regulations. Ideally, these conversations should take place before any out-of-hours contact occurs.

When someone might be expected to monitor, read or respond to contact.

Different roles within your organisation will have potentially different obligations when it comes to this so its important that you have thought about this in relation to roles and the responsibilities of these roles. A technical systems manager might need to take a call about a critical outage however they would not necessarily need to monitor emails. Your role as a manager is to think through what this means for the roles you are leading, then discuss and document these requirements.

Pay and conditions that may relate to out-of-hours contact

It is important to check the relevant award, enterprise agreement or employment contract for any entitlements that may apply.

Review cycle

This discussion should be had formally, and potentially conducted at the annual review process conducted within your organisation. Additionally, when employees shift into new roles this should be discussed to ensure understanding.

Internal policies, procedures and documentation

You should review your existing internal policies, procedures and documentation to ensure it includes any expectations regarding out of hours contact. This would include position descriptions.

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WHY CONTACT CENTRES ARE REALISING THAT “ALL EGGS IN ONE BASKET” IS DANGEROUS WHEN IT COMES TO TECHNOLOGY

By Contact Centre Magazine

In an era where customer experience is a key differentiator for businesses, contact centres sit at the front lines, serving as critical touchpoints between companies and their customers. Many organisations have invested heavily in sophisticated tech stacks to modernise their contact centres, often consolidating numerous functions—customer data management, automation, analytics, and communication channels—into a single platform or suite of tools. The intention is clear: simplify operations, reduce costs, and improve efficiency.

However, a growing number of contact centres are discovering that relying too heavily on a single technology stack—a practice known as “putting all eggs in one basket”—can lead to catastrophic failures. When that basket falters, it takes everything down with it, often crippling an organisation’s ability to interact with customers during the most critical moments. From data loss and operational downtime to security breaches and poor customer experiences, these failures are forcing companies to rethink their technological strategies.

75% of businesses relying on a single tech provider for their contact centres reported challenges with scalability and adapting to new technologies.

The Collapse of Tech-Stack Dependency

Several high-profile failures have illustrated the risks of placing complete reliance on a single vendor or platform. In late 2021, a well-known global telecommunications company experienced a five-hour outage in its contact centre systems. Customers in multiple regions were unable to access support, leading to thousands of missed inquiries. The company relied entirely on a single cloud provider, which managed its CRM, phone systems, and even the automated chatbots. When the cloud provider’s system went down, the entire infrastructure collapsed. The company faced weeks of damage control and lost revenue, with analysts estimating the financial impact to be in the range of $4 million.

The telecommunications company was far from alone. In the same year, a leading European financial services firm encountered a similar failure due to a single vendor’s software update that introduced critical bugs into the contact centre’s system. The result? Agents were left unable to access customer data, handle transactions, or communicate effectively with customers for two days, damaging trust and resulting in significant financial penalties from regulatory bodies.

Both of these cases highlight a fundamental problem: when a company ties its entire customer service operation to a single technology provider, any disruption to that provider can bring the entire system to a grinding halt. While the integration of multiple services into a singular platform can streamline operations and reduce costs in the short term, it createsa single point of failure that leaves contact centres highly vulnerable.

The Risks of Vendor Lock-In

The concept of vendor lock-in has long been a concern for businesses, but its consequences are more pronounced in contact centres due to the customer-facing nature of their work. Contact centres that lock themselves into one technology provider often lose the flexibility to adapt to changing market needs, implement innovative tools, or pivot in response to failures.

A survey conducted by Gartner found that 75% of businesses relying on a single tech provider for their contact centres reported challenges with scalability and adapting to new technologies, particularly as customer demands for omnichannel communication grow. When new channels such as social media or messaging apps gain prominence, businesses locked into outdated platforms struggle to integrate these services without massive overhauls.

Moreover, when organisations become overly reliant on one tech stack, they are subject to the pricing structures, service levels, and update schedules of the provider. If the vendor decides to raise prices or phase out certain functionalities, the business has little recourse without incurring massive migration costs. This creates a scenario where the vendor holds all the power, and the contact centre becomes a hostage to the decisions made by a single supplier.

Downtime Costs: The Financial Fallout

A significant but often underappreciated consequence
of a tech-stack failure in contact centres is the cost of downtime. According to research from IDC, the average cost of unplanned application downtime in contact centres ranges from $100,000 to $300,000 per hour, depending on the size and nature of the business. This figure does not even account for long-term damage to customer relationships, reputational harm, or regulatory penalties for service disruptions. For larger enterprises, these costs can quickly escalate. In 2022, a North American retailer with a heavily integrated contact centre platform experienced a nine-hour downtime, which led to an estimated $2.7 million in lost revenue from missed sales opportunities and service disruptions. The outage occurred due to a failure in their unified communications system, which was provided by a single vendor. Recovery was slow, and the company faced increased churn rates and decreased customer satisfaction scores in the months that followed.

The Shift Toward a Hybrid Technology Approach

In response to these failures, an increasing number of contact centres are shifting away from the monolithic approach of relying on a single vendor. Instead, they are adopting hybrid technology solutions that incorporate multiple systems from different providers. This decentralisation allows businesses to hedge against the risk of failure, as problems in one system do not necessarily lead to a total collapse of the contact centre’s operations.

For example, a financial services firm in the UK restructured its tech stack in 2023 after experiencing a series of outages related to its over-reliance on a single provider. The company adopted a hybrid system that combines multiple CRM platforms, telephony services, and AI-driven chatbots from different vendors. Not only has this improved the overall stability of their contact centre, but it also allowed the firm to more quickly adopt new technologies, like voice recognition and sentiment analysis, without waiting for updates from a single provider.

Gartner projects that by 2026, 60% of large contact centres will adopt a hybrid technology stack, moving away from the “all-in-one” solutions that have dominated the industry. Companies are increasingly realising that this multi-vendor approach not only reduces the risk of downtime but also fosters innovation and adaptability. As new communication channels, tools, and AI technologies emerge, contact centres with diversified tech stacks will be better positioned to integrate these innovations and meet evolving customer expectations.

Diversification as a Strategy for Stability

While the allure of an all-in-one technology solution is clear—simplified operations, lower short-term costs, and ease of management—the risks of putting all eggs in one basket are becoming too great for contact centres to ignore. The increasing complexity of customer interactions, the need for agility, and the high stakes of downtime mean that businesses can no longer afford to rely on a single provider for all their contact centre needs.

Diversifying the technology stack is not just a hedge against failure; it’s a strategic move that enables contact centres to remain agile, innovate more quickly, and deliver superior customer experiences. By embracing a hybrid approach, companies can mitigate the dangers of over-reliance and ensure that they are ready for whatever challenges and opportunities the future brings.

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The Crucial Role of Fraud Prevention Training in Contact Centres

By Contact Centre Magazine

Employees juggle multiple responsibilities, from handling customer inquiries to processing payments. This demanding setting not only requires sharp focus but also presents a significant challenge: the management of vast amounts of personal and financial data. Unfortunately, such sensitive information makes contact centres prime targets for fraud, exposing businesses to a myriad of threats, from cyber-attacks to internal fraud. Effective fraud prevention training is essential in this context, equipping staff with the knowledge and skills to protect sensitive information and mitigate these risks.

Understanding the Risks

Contact centres, particularly those facing high staff turnover and inadequate anti-fraud controls, are particularly susceptible to criminal activity. In an environment where speed and efficiency are paramount, errors and oversights can lead to catastrophic outcomes—both for the organisation and its customers. The stakes are high; the potential for sensitive customer data to fall into the wrong hands, whether intentionally or not, poses a serious threat.

The shift towards hybrid and remote working has compounded these risks. As employees alternate between home and office, ensuring robust security protocols becomes increasingly complex. Moreover, the phenomenon of polygamous working—where individuals hold multiple jobs simultaneously—further heightens the risk of fraud and can impact overall performance and attendance.

Recent data from Cifas reveals a staggering statistic: 30% of all ‘abuse of company time’ incidents recorded in its National Fraud Database in 2023 originated from contact centres. This alarming trend underscores the urgent need for enhanced fraud prevention measures.

Establishing a Culture of Fraud Awareness

To combat these challenges, contact centre managers must foster a culture of fraud awareness, starting with a commitment from leadership. When there is a lack of basic knowledge about identifying and reporting fraud, organizations must invest in upskilling their workforce. Such training is not merely an obligation; it serves as a vital layer of protection against future attacks.

Implementing Effective Counter-Fraud Measures

Organisations should adopt principles of good governance that include a robust fraud prevention strategy. Here are four critical counter-fraud measures for contact centre managers to consider:

Conduct a Fraud Risk Assessment: Regular assessments across the organisation can help identify vulnerabilities and implement targeted strategies to address them.

Update Systems and Processes: Regularly reviewing and refining operational processes is essential to close any gaps that criminals may exploit.

Employ Pre-Employment Screening: Thorough vetting of potential employees, including background checks and data verification, can help deter fraudulent activity from the outset.

Create a Whistleblowing Mechanism: Establishing a safe space for employees to report suspicious activities fosters a transparent culture and empowers staff to act without fear of repercussions.

The Importance of Training

Training in fraud prevention should be a top priority for contact centre managers. An effective programme not only safeguards sensitive information but also cultivates an anti-fraud culture throughout the organisation.

Crucially, training does not need to be time-consuming. Engaging, concise, and interactive training modules can fit seamlessly into employees’ work routines, enhancing both their knowledge and confidence in identifying potential fraud. When staff are equipped with the skills to recognise fraudulent activity, they become empowered to report incidents that can protect themselves, their colleagues, and the wider business.

Long-Term Benefits

Investing in fraud prevention training is not merely a short-term fix; it’s a strategic move that yields long-term benefits. By building a knowledgeable and vigilant workforce, organizations can effectively future proof themselves against fraud, thereby safeguarding both employees and customers.

As contact centres continue to navigate the complexities of a rapidly evolving landscape, prioritising fraud prevention training is essential. By equipping staff with the tools, they need to identify and combat fraud, businesses can create a safer, more secure environment that ultimately strengthens their reputation and trust among customers.

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Training in Workforce Management is Key to the Success of your Contact Centre

By Contact Centre Magazine

Effective Workforce Management (WFM) is a game- changer for contact centres, back office and retail operations. The role of WFM has evolved over the years to include forecasting for different channels and areas of the business. In contact centres, companies like Call Design are leading the way by offering comprehensive WFM training courses designed to meet these growing complexities.

The Call Design Advantage

Call Design, a prominent player in workforce optimisation, offers a series of specialised WFM training courses that equip contact centre professionals with the skills and knowledge necessary to streamline operations. Their training covers everything from foundational WFM concepts for team leaders and management to WFM for RTAs and WFM Essentials for workforce planners. These courses stand out for their hands-on approach, ensuring that participants leave with actionable skills that can be applied immediately in their roles.

WFM for Team Leaders (TLS)

The WFM for Team Leaders (TLs) course is designed to provide team leaders with a better understanding of the importance of workforce management. In contact centres today, team leaders play a pivotal role and are often involved in decisions that impact workforce planning outcomes.

This course provides introduces team leaders to workforce management principles while also focusing on developing coaching and communication skills that foster a more engaged and motivated team. Participants are trained to balance workforce needs with the human elements of team management, ensuring that staff are both productive and satisfied in their roles while meeting customer and business requirements.

Key Learning Outcomes:

Understand Workforce Management 101.
Ability to explain the impact of decisions on customer service and other staff
Strengthen coaching and communication to motivate and engage staff.

Register Here

WFM for Real-Time Analysts (RTAs)

Real-time analysts play a crucial role in the operational efficiency of contact centres, updating schedules and adjusting staffing levels to meet fluctuating demand. Most people moving into this role, were previously agents and have not had any training in workforce management principles. The WFM for Real-Time Analysts (RTAs) course is designed specifically for people in this role. With a focus on maintaining consistent service levels, this course equips RTAs with the skills needed to handle unanticipated changes and operational contingencies effectively.

Attendees learn not only the basics of WFM but how to make more informed decisions to help ensure smooth operations even during high-demand periods.

Key Learning Outcomes:

Understand Workforce Management 101
How to develop contingency plans that work.
Intervention and recommendations.

Register Here

WFM Essentials Training Course: A Foundational Step

The WFM Essentials Training Course is a three-day program designed to provide participants with a strong foundation in workforce management. From staffing plans and capacity planning to handling real-time staffing issues, the course dives into the core elements necessary for effective contact centre operations.

Participants gain critical skills in forecasting, scheduling, and managing day-to-day operations. The training emphasises practical applications, allowing attendees to simulate real-life scenarios and tackle common workforce management challenges. Whether you are new to WFM or looking to refresh your knowledge, this course covers everything you need.

The course is tailored for workforce planners, schedulers, forecasters and other WFM professionals who are keen to enhance their skills in WFM. For those aiming to transition into more senior WFM roles, the WFM Essentials course offers a comprehensive overview of the basic principles that underpin more complex workforce management tasks.

Key Learning Outcomes:

Master the principles of forecasting and scheduling.
Develop skills to manage real-time operations effectively.
Learn how to monitor staff performance and adherence.
Foster better communication within other teams to improve operational outcomes.

Register Here

Why Choose Call Design?

Call Design’s WFM training courses are uniquely designed to address the specific challenges faced by contact centres today. Whether you are a beginner looking to build foundational knowledge or an experienced leader seeking advanced skills, the courses offer practical, hands-on learning that can be applied immediately in your workplace. The focus on real-world applications, combined with expert instruction, makes these courses an invaluable investment in workforce management success.

To learn more or to register for one of Call Design’s WFM courses, visit their website and take the next step towards Workforce Management excellence.

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The Evolution of Generative AI Regulations: Preparing Your Contact Centre for the Future

By Contact Centre Magazine

With the evolution of generative AI, contact centres are undergoing rapid growth, leveraging cutting-edge technologies to enhance customer experiences and streamline operations. However, as AI capabilities develop, so do the challenges associated with data privacy, security, and compliance. With regulatory bodies beginning to establish guidelines, contact centres must navigate this complex landscape to stay compliant while harnessing AI’s full potential.

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The Future of AI in Contact Centres: What’s Next?

By Contact Centre Magazine

Artificial intelligence (AI) has been changing the contact centre landscape for several years, with many organisations recognising its potential to improve customer service. Despite the growing enthusiasm, some companies are hesitant to adopt AI due to the high costs associated with advanced models. However, the contact centre industry appears poised to buck this trend. It is an exciting time to see the impact of AI in contact centres across the world.

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Twilio’s Commitment to AI Transparency

By Contact Centre Magazine

In a world where customer communication and experience are evolving at a rapid pace, Twilio has positioned itself as a major player, revolutionising the way companies interact with their customers. What began as a developer-first telephony platform has blossomed into a global powerhouse in contact centre software. Twilio’s journey, however, is not only about innovation in customer service but also about advocating for transparency in artificial intelligence (AI).

A Global Contact Centre Leader

Twilio’s rise to prominence has been nothing short of remarkable. Starting as a toolkit for developers, it now powers customer communications for major companies like Macquarie Bank and Electrolux, which have integrated Twilio’s Flex platform to modernise their contact centres. Flex, once considered more of a proof of concept, has now become a fully-fledged solution, recognised by industry leaders and included in the 2024 Gartner Magic Quadrant for Communications Platform as a Service.

Christopher Connolly, Twilio’s Head of Solution Engineering for the Asia-Pacific region, highlights this growth, emphasising the company’s expansion in Australia and its growing portfolio of clients embracing the future of cloud-based, omnichannel communication.

The ability of Twilio Flex to integrate seamlessly with other communication tools, such as Twilio SendGrid for email and Segment for customer analytics, has made it a top choice for organisations looking to improve efficiency and customer experience. Twilio’s reach extends far beyond traditional contact centres, with clients like Domino’s Pizza and Foxtel utilising its communication solutions to enhance their operations.

Embracing AI While Advocating for Transparency

Alongside its success in contact centres, Twilio has been at the forefront of AI integration, enabling businesses to predict customer behavior, enhance personalisation, and improve overall customer satisfaction. AI-driven tools like voicebots and predictive customer analytics are pushing the boundaries of what is possible in customer communication.

However, Twilio recognises the growing concerns surrounding AI, especially in areas like privacy, data retention, and the impact on human workers. While AI can automate routine tasks, Twilio advocates for using AI in a way that complements rather than replaces human agents. This balance ensures a more efficient but still human-centric approach to customer service.

To address these concerns, Twilio has launched an initiative for AI transparency through the concept of “AI nutrition labelling.” This innovative approach draws inspiration from food packaging labels, providing clear, detailed information on how AI is being used, where human involvement sits, and how data is being processed. By offering transparent AI usage information, Twilio is setting a standard for responsible AI deployment across industries.

As AI continues to permeate all aspects of business, Twilio’s push for transparency ensures that organisations can harness the power of AI while maintaining trust with their customers. The introduction of AI nutrition labelling is a proactive step in making AI usage more understandable and accountable, setting a benchmark for the industry.

The Future of Customer Communication

As Twilio’s influence in the contact centre space continues to grow, its commitment to responsible AI practices and transparency will undoubtedly set it apart in an increasingly competitive landscape. With companies like ANZ Bank, Electrolux, and Domino’s Pizza leveraging Twilio’s cutting-edge solutions, the future of customer communication looks more seamless, efficient, and transparent than ever.

Twilio’s journey from a developer-centric platform to a global leader in customer communication is a testament to its commitment to innovation, customer satisfaction, and ethical AI practices. As the industry continues to evolve, Twilio is leading the charge toward a future where AI enhances, rather than replaces, human interaction empowering businesses and their customers alike.

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