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市場調查報告書

歐洲、北美製造業客戶參與

Customer Engagement in Manufacturing in Europe and North America

出版商 Frost & Sullivan 商品編碼 310251
出版日期 內容資訊 英文 116 Pages
商品交期: 最快1-2個工作天內
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歐洲、北美製造業客戶參與 Customer Engagement in Manufacturing in Europe and North America
出版日期: 2014年08月04日 內容資訊: 英文 116 Pages
簡介

本報告提供歐洲、北美製造業客戶參與調查分析、各種客戶聯繫策略、實行技術、服務的現在/未來的引進相關的系統性資訊。

第1章 調查背景、目的、手法

第2章 摘要整理

第3章 客戶互動管道

  • 製造業的現在/未來客戶互動管道
  • 製造業的目前互動管道
  • 製造業的未來互動管道

第4章 全部客戶聯繫管道的整合

  • 製造業的現在/未來的聯繫管道的整合
  • 製造業的目前客服中心的整合
  • 製造業的未來客服中心的整合

第5章 自動化的普及

  • 製造業的現在/未來完全自動化的普及

第6章 互動語音回覆系統(IVR)互動的語音辨識的普及

  • 製造業的現在/未來支援語音辨識IVR互動的普及

第7章 未來的外撥客戶互動

  • 製造業的外撥客戶互動的變化預測
  • 製造業的PCC用外撥客戶互動的變化預測
  • 製造業的營業用外撥客戶互動的變化預測
  • 製造業的蒐集用外撥客戶互動的變化預測

第8章 社群媒體客戶聯繫策略

  • 製造業的現在/未來社群媒體客戶聯繫策略的能力
  • 製造業的目前社群媒體客戶聯繫策略的能力
  • 製造業的未來社群媒體客戶聯繫策略的能力

第9章 行動客戶聯繫策略

  • 製造業的現在/未來行動客戶聯繫策略的能力
  • 製造業的目前行動客戶聯繫策略的能力
  • 製造業的未來行動客戶聯繫策略的能力

第10章 對達成多通路客戶客服中心目標的潛在阻礙因素

  • 製造業的潛在阻礙因素

第11章 系統/應用的普及

  • 製造業的現在/未來系統/應用的普及
  • 製造業的目前系統/應用的普及
  • 製造業的未來系統/應用的普及

第12章 代理商業績最佳化(APO)供應商數

  • 製造業的現在/未來的APO供應商數

第13章 APO應用的整合

  • 製造業的現在/未來APO應用的整合
  • 製造業的目前APO應用的整合
  • 製造業的未來APO應用的整合

第14章 APO應用的主要使用案例

第15章 有效利用客戶洞察力的阻礙因素

第16章 目前託管/雲端解決方案的使用

第17章 決定轉為託管/雲端解決方案的重要要素

第18章 託管/雲端客服中心應用

第19章 託管/雲端客服中心供應商

第20章 託管/雲端客服中心解決方案的阻礙因素

第21章 客戶服務功能

第22章 外包客戶聯繫管道

第23章 具一貫性無間斷的客戶體驗的優先順序

第24章 客服中心席數/代理商

第25章 外包位置

第26章 外包商數

第27章 外包商選擇的重要要素

第28章 外包商利用的阻礙因素

第29章 主要調查結果

第30章 關於Frost&Sullivan

目錄
Product Code: NE58-01-00-00-00

The Current and Future Manufacturing Vertical

The overall objective of this research service was to look at the current and future adoption of various customer contact strategies, enabling technologies, and services, specifically in the manufacturing vertical. Email accounts for the highest share of customer interactions, ahead of LiveAgent voice, especially in Europe. More customer interactions are taking place through chat in North America than in Europe. In 2 years, more contact centers in North America are expected to have customer interactions through chat and interactive voice response, compared to those in Europe. Overall, 39% of contact center organizations state their contact channels are fully integrated, while the largest proportion is mostly integrated. By 2016, 64% expect to be fully integrated, primarily due to 25% of mostly integrated contact centers transitioning to full integration.

Table of Contents

1. RESEARCH BACKGROUND, OBJECTIVES, AND METHODOLOGY

  • 1. Research Background and Objectives
  • 2. Methodology
  • 3. Overall Firmagraphic Details

2. EXECUTIVE SUMMARY

  • 1. Executive Summary
  • 2. Executive Summary (continued)
  • 3. Executive Summary (continued)
  • 4. Executive Summary (continued)
  • 5. Executive Summary (continued)
  • 6. Executive Summary (continued)
  • 7. Executive Summary (continued)

3. CUSTOMER INTERACTION CHANNELS

  • 1. Current versus Future Customer Interaction Channels in the Manufacturing Vertical
  • 2. Current Customer Interaction Channels in the Manufacturing Vertical
  • 3. Future Customer Interaction Channels in the Manufacturing Vertical

4. INTEGRATION ACROSS ALL CUSTOMER CONTACT CHANNELS

  • 1. Current and Future Integration of Contact Channels in the Manufacturing Vertical
  • 2. Current Integration of Contact Centers in the Manufacturing Vertical
  • 3. Future Integration of Contact Centers in the Manufacturing Vertical

5. PREVALENCE OF AUTOMATION

  • 1. Current and Future Prevalence of Full Automation in the Manufacturing Vertical
  • 2. Current and Future Prevalence of Full Automation in the Manufacturing Vertical

6. PREVALENCE OF SPEECH RECOGNITION IN INTERACTIVE VOICE RESPONSE INTERACTIONS

  • 1. Current/Future Prevalence of Speech Recognition-enabled IVR Interactions in the Manufacturing Vertical
  • 2. Current/Future Prevalence of Speech Recognition-enabled IVR Interactions in the Manufacturing Vertical (continued)

7. THE FUTURE OF OUTBOUND CUSTOMER INTERACTIONS

  • 1. Expected Changes of Outbound Customer Interactions in the Manufacturing Vertical
  • 2. Expected Changes of Outbound Customer Interactions for PCC in the Manufacturing Vertical
  • 3. Expected Changes of Outbound Customer Interactions for Sales and Marketing in the Manufacturing Vertical
  • 4. Expected Changes of Outbound Customer Interactions for Collections in the Manufacturing Vertical

8. SOCIAL MEDIA CUSTOMER CONTACT STRATEGY

  • 1. Current and Future Capabilities of Social Media Customer Contact Strategy in the Manufacturing Vertical
  • 2. Current Capabilities of Social Media Customer Contact Strategy in the Manufacturing Vertical
  • 3. Future Capabilities of Social Media Customer Contact Strategy in the Manufacturing Vertical

9. MOBILE CUSTOMER CONTACT STRATEGY

  • 1. Current and Future Capabilities of Mobile Customer Contact Strategy in the Manufacturing Vertical
  • 2. Current Capabilities of Mobile Customer Contact Strategy in the Manufacturing Vertical
  • 3. Future Capabilities of Mobile Customer Contact Strategy in the Manufacturing Vertical

10. POTENTIAL RESTRAINTS TO ACHIEVING MULTICHANNEL CUSTOMER CONTACT CENTER GOALS

  • 1. Potential Restraints in the Manufacturing Vertical

11. PREVALENCE OF SYSTEMS AND APPLICATIONS

  • 1. Current versus Future Prevalence of Systems/ Applications in the Manufacturing Vertical
  • 2. Current Prevalence of Systems/Applications in the Manufacturing Vertical
  • 3. Future Prevalence of Systems/Applications in the Manufacturing Vertical

12. NUMBER OF AGENT PERFORMANCE OPTIMIZATION VENDORS SOURCED

  • 1. Current and Future Number of APO Vendors Sourced in the Manufacturing Vertical
  • 2. Current and Future Number of APO Vendors Sourced in the Manufacturing Vertical (continued)

13. INTEGRATION OF AGENT PERFORMANCE OPTIMIZATION APPLICATIONS

  • 1. Current and Future Integration of APO Applications in the Manufacturing Vertical
  • 2. Current Integration of APO Applications with Multichannel Applications in the Manufacturing Vertical
  • 3. Future Integration of APO Applications with Multichannel Applications in the Manufacturing Vertical

14. PRIMARY USE CASES FOR AGENT PERFORMANCE OPTIMIZATION APPLICATIONS

  • 1. Using APO Applications in the Manufacturing Vertical
  • 2. Leveraging APO Tools in Other Departments in the Manufacturing Vertical

15. RESTRAINTS TO LEVERAGING CUSTOMER INSIGHTS

  • 1. Restraints to Leveraging Customer Insights in the Manufacturing Vertical

16. CURRENT USE OF HOSTED/CLOUD SOLUTIONS

  • 1. Current Use of Hosted/Cloud Contact Center Solutions in the Manufacturing Vertical

17. IMPORTANT FACTORS IN THE DECISION TO MOVE TO HOSTED/CLOUD SOLUTIONS

  • 1. Important Factors in the Decision to Move to Hosted/Cloud Solutions in the Manufacturing Vertical

18. HOSTED/CLOUD CONTACT CENTER APPLICATIONS

  • 1. Contact Center Applications Currently Used as Hosted/Cloud Solutions in the Manufacturing Vertical
  • 2. Contact Center Applications Planned to be Used as Hosted/Cloud Solutions in the Manufacturing Vertical

19. HOSTED/CLOUD CONTACT CENTER VENDORS

  • 1. Number of Vendors Sourced in the Manufacturing Vertical
  • 2. Current and Future Hosted/Cloud Contact Center Providers in the Manufacturing Vertical
  • 3. Current Hosted/Cloud Contact Center Providers in the Manufacturing Vertical
  • 4. Future Hosted/Cloud Contact Center Providers in the Manufacturing Vertical

20. RESTRAINTS TO MOVING TO HOSTED/CLOUD CONTACT CENTER SOLUTIONS

  • 1. Restraints to Moving to Hosted/Cloud Contact Center Solutions in the Manufacturing Vertical

21. CUSTOMER CARE FUNCTIONS OUTSOURCED

  • 1. Customer Care Outsourcing Adoption in the Manufacturing Vertical
  • 2. Customer Care Functions Currently Outsourced and Planned to be Outsourced in the Manufacturing Vertical
  • 3. Currently Outsourced Customer Care Functions in the Manufacturing Vertical
  • 4. Customer Care Functions Planned to be Outsourced in the Manufacturing Vertical

22. OUTSOURCING CUSTOMER CONTACT CHANNELS

  • 1. Contact Channels/Interactions Currently and Planned to be Handled by Outsourcers in the Manufacturing Vertical
  • 2. Contact Channels/Interactions Currently Handled by Outsourcers in the Manufacturing Vertical
  • 3. Contact Channels/Interactions Planned to be Handled by Outsourcers in the Manufacturing Vertical

23. PRIORITY OF CONSISTENT AND SEAMLESS CUSTOMER EXPERIENCES

  • 1. Current/Future Priority to Deliver Consistent, Seamless Customer Experiences in the Manufacturing Vertical
  • 2. Current Level of Priority to Deliver Consistent, Seamless Customer Experience in the Manufacturing Vertical
  • 3. Expected Level of Priority to Deliver Consistent, Seamless Customer Experience in the Manufacturing Vertical

24. OUTSOURCED CONTACT CENTER SEATS/AGENTS

  • 1. Current/Future Proportions of Outsourced Contact Center Seats/Agents in the Manufacturing Vertical
  • 2. Current/Future Proportions of Outsourced Contact Center Seats/Agents in the Manufacturing Vertical (continued)

25. OUTSOURCING LOCATIONS

  • 1. Locations of Current and Expected Outsourcing in the Manufacturing Vertical
  • 2. Locations of Currently Outsourced Contact Centers in the Manufacturing Vertical
  • 3. Locations of Contact Centers Planned to be Outsourced in the Manufacturing Vertical

26. NUMBER OF OUTSOURCERS USED

  • 1. Average Number of Outsourcers Currently Used and Planned to be Used in the Manufacturing Vertical

27. IMPORTANT FACTORS IN OUTSOURCER SELECTION

  • 1. Current and Future Outsourcer Selection Considerations in the Manufacturing Vertical
  • 2. Important Factors in the Decision to Use Outsourcers Currently in the Manufacturing Vertical
  • 3. Important Factors in the Decision to Use Outsourcers in the Future in the Manufacturing Vertical

28. RESTRAINTS TO USING OUTSOURCERS

  • 1. Restraints to Using a Third-party Provider in the Manufacturing Vertical

29. KEY TAKEAWAYS

  • 1. Key Takeaways
  • 2. Key Takeaways (continued)
  • 3. Legal Disclaimer

30. THE FROST & SULLIVAN STORY

  • 1. The Frost & Sullivan Story
  • 2. Value Proposition: Future of Your Company & Career
  • 3. North America and Europe Perspective
  • 4. Industry Convergence
  • 5. 360° Research Perspective
  • 6. Implementation Excellence
  • 7. Our Blue Ocean Strategy
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